1 – Apologies for Absence |
To receive apologies for absence.
Relevant Legislation: Local Government Act 1972, s 85.
2 – Disclosure of Pecuniary Interests |
To receive disclosure of any pecuniary interests relating to meeting agenda items.
Having declared an interest, a member must not participate in discussion on the matter and must not take part in any vote unless an appropriate dispensation has been granted.
Relevant Legislation: Localism Act 2011, s 31.
3 – Public Participation |
The council meets and makes its decisions in public. A council meeting is not a public meeting. It is a meeting held in public and there is no requirement in law which allows members of the public to speak at such meetings.
However, the council is keen to encourage public attendance at meetings and will therefore provide an opportunity to local registered electors to show it is committed to community engagement.
A maximum of 3 minutes is allowed per person to speak and the total length of time afforded for public participation at each meeting shall be no more than 15 minutes, subject to an extension of this time, in exceptional circumstances, being agreed by the Chairman.
Relevant Legislation: Local Government Act, s 100.
4 – Approval of Minutes |
To approve the Minutes of the Meeting of the Council held on Wednesday 29 October 2025.
Relevant Legislation: Local Government Act 1972, Sch 12, para 41 (1).
5 – Reports from outside organisation and agencies |
For Information |
1. Kent County Council
2. Dartford Borough Council
6 – Award for Recognition of Services to the Community |
To resolve and present the award for long-standing and exceptional public service to the Coxedge Family.
After 59 years, J Coxedge Fish and Chips had stopped frying and passed on the shop to new owners. The business was an enduring part of the Stone community for nearly six decades, operated continuously by the Coxedge family. Throughout this time, the business provided excellent service, quality food, and a welcoming presence to generations of residents and visitors alike.
Since 2015, the council has had a Recognition Policy to recognise exceptional or longstanding service to the community. Since 2015, awards have been made to former councillors and employees, community volunteers, and employees of local business.
At the previous Council Meeting, members resolved to award The Coxedge Family for Recognition of their Longstanding Service to the Community. The recipients have been invited to attend the meeting and be presented with this well-deserved award.
7 – London Road Green Corridor Scheme Update |
For Information |
Members are requested to note an update on the London Road Green Corridor project.
Officers recently attended an online meeting regarding the London Road Green Corridor project for which funding was obtained by KCC for detailed designs. The meeting was also attended by KCC and DBC officers.
The London Road Green Corridor project was originally identified as part of the Stone Parish Neighbourhood Plan in a bid to improve the Air Quality Management Area (AQMA) through proposed greening and redesign of the road to support improved travel on foot or by bicycle. The scheme was picked up as part of the Local Cycling & Walking Infrastructure Plan by Dartford Borough Council as one of the key corridors connecting parts of the Borough. It was then identified and adopted by KCC as part of the Kent Cycling and Walking Infrastructure Plan (KCWIP) as part of a proposed walking/cycle route.
The project is currently undergoing a review by the KCC Active Travel Schemes Project Manager and Designer, Alan Osuoha, who is leading the project through to detailed design stage, including carrying out junction modelling. This piece of work had been delayed to recent construction works at the Knights Reach development, but was expected to be conducted by the end of the year.
Discussion took place regarding the potential for TROs to be required for certain elements of the scheme, including the proposal to reduce the speed from 40mph to 30mph. The intention is to achieve final designs to be ready by the end of the financial year to enable inclusion in 2026 tranche delivery funding programmes.
The next update meeting was expected to be in early January.
8 – Finance |
8.1 – 2026/27 Budget Considerations |
For Information |
1. Purpose of the Report
To outline the potential factors that may influence the preparation of the Council’s 2026/27 budget and to support consideration of holding a Budget and Community Infrastructure Levy (CIL) Workshop in January.
2. Background
Several Members have expressed a wish to hold a Budget and CIL Workshop early in the new year, prior to formal budget considerations. Members who attended the previous workshop found it to be a beneficial process which enabled focused discussion, strengthened understanding of financial influences, and supported informed decision-making when setting the Council’s annual budget and precept.
At this point in the financial year, a number of external and internal variables remain unknown. These uncertainties limit the ability to produce an outline budget with any meaningful accuracy. Officers will continue to track developments, but it is important that Members are aware of the potential range of factors that may shape the 2026/27 position.
3. Considerations
3.1 National and External Factors
- Chancellor’s Autumn Budget (26 November 2025): May include national fiscal measures affecting inflation assumptions, council tax policy, VAT thresholds, and employment-related costs.
- Potential Changes to National Insurance Contributions: Any reform could impact employer on-costs.
- Kent Pension Fund Revaluation: The triennial valuation may alter employer contribution rates.
- Business Rates Revaluation: Revised rateable values for council-owned properties could affect non-domestic rate liabilities.
- Bank of England Base Rate: Fluctuations influence investment income and loan repayment forecasts.
- Inflation: Pay award inflation (NJC) and contractor inflation for grounds, cleaning, security, and other commissioned services.
- Insurance Market Conditions: Continued volatility may impact premiums for public liability, property cover, and cyber insurance.
- Utility Costs: Ongoing fluctuation in electricity, gas, and water costs.
3.2 Local Operational and Service-Related Factors
- Changes to Workforce Structure: Impacts arising from staffing reviews, recruitment needs, and pay award decisions.
- Service and Maintenance Requirements: Increased costs related to the construction, expansion, and ongoing maintenance of council assets, including the extended Pavilion, new infrastructure, and compliance-driven inspections.
- CCTV Monitoring Costs: Continuing operational requirements.
- Review of Fees and Charges:
- Allotment rents
- Sports and venue hire
- Potential parking charges
- Growth in Local Population and Service Demand: Increased use of facilities and expectations for events, youth provision, and open space management.
3.3 Strategic and Longer-Term Factors
- Implementation of Town Council Transition from 1st January 2026:
- Establishment of the mayoralty, including regalia, civic functions, and associated protocol.
- Identity and branding considerations, including signage, uniforms, website and printed materials.
- Asset Management Plan: New maintenance cycles, lifecycle costs, or capital financing commitments arising from asset audits.
- Net Zero 2030 Commitments:
- Further investment in energy efficiency measures.
- Implementation of carbon-reduction initiatives.
- Potential savings from sustainability improvements.
- Digital Transformation: Costs associated with ICT systems, licensing, website/app support, and use of AI or automation.
3.4 CIL-Related Considerations
- Timing and Certainty of CIL Receipts: Forecasts remain uncertain until development milestones are met.
- Maintenance of CIL-Funded Assets: Newly delivered infrastructure may create long-term revenue commitments.
- Alignment of CIL Expenditure with Strategic Priorities: Ensuring investment choices support service resilience and manageable operating costs.
3.5 Financial Planning and Reserves
- Council Tax Base: Will not be confirmed until mid-December 2025, limiting certainty in forecasting precept yield.
- Reserves Strategy: Ensuring general and earmarked reserves remain adequate to address new and emerging risks.
- Contingencies: Allowing for unforeseen financial pressures arising during the year.
4. Next Steps
Officers will continue monitoring relevant announcements, regulatory updates, and local operational developments as further information becomes available. A consolidated picture will be presented at the proposed Budget and CIL Workshop to support Members in shaping priorities for 2026/27.
5. Recommendation
Members are requested to:
- Note the range of potential factors that may influence the development of the 2026/27 Council Budget; and
- Resolve to hold a Budget and CIL Workshop in January 2026 to provide focused discussion and early engagement with the budget‐setting process.
8.2 – Allotment Pricing structure |
For Decision |
To resolve allotment pricing structure for new plots on the North end of Kirby Road Allotments.
Following a recent report to the Performance & People Committee, members reviewed options for making the 14 clear plots at the north end of the site more accessible and financially sustainable. It was proposed that these plots be divided into quarter-sized units and offered on a monthly rental basis. This approach would create 56 smaller, more manageable plots—particularly suitable for new or inexperienced allotment tenants.
It was suggested that these plots be rented out on a monthly basis, rather than a yearly renewal to allow faster turnaround for new tenants and help to cover the shortfall the Council is currently subsidising.
If fully occupied at a rate of £10 per month, the 56 plots would generate approximately £6,720 per year. Given the current net position of £6,189.21, this revised structure has the potential to remove the existing shortfall and support the long-term viability of the allotments.
9 – Planning Applications |
For Discussion |
To resolve representations to Major Planning Applications affecting the parish.
25/01220/FUL – 18 Chichester Road Stone Kent DA9 9JT
Demolition of existing bungalow and erection of a 2-storey new dwelling house with associated landscaping ,refuse and parking provisions
25/01241/FUL – 3 & 3A Carlton Avenue Horns Cross Greenhithe Kent DA9 9DR
Erection of front infill extension and raising of roof of both properties to create rooms in the roof with front and rear dormers with associated soft and hard landscaping.
10 – Exclusion of Press & Public |
For Decision |
To resolve, pursuant to section 1 (2) of the Public Bodies (Admission to Meetings) Act 1960, that because of the confidential nature of the business to be transacted, the public and the press leave the meeting during consideration of the following items.
11 – ANPR Car Park Proposal |
For Decision |
1. Purpose of the Report
To present for Members’ consideration a proposal from Countrywide Parking Management for the introduction of an automated and managed parking enforcement system across the Stone Pavilion and Recreation Ground car parks. The proposal aims to address the ongoing misuse of the car park, improve safety, and ensure availability for legitimate users.
2. Background
The main Stone Pavilion car park has experienced persistent misuse, particularly by parents and staff of the neighbouring school and nearby residents. Unauthorised use has reduced parking availability for community centre visitors, café customers, nursery users, and those attending council-run activities. High vehicle volumes during school drop-off and pick-up times also present safety risks to pedestrians.
To address these concerns, officers requested a formal proposal for managed enforcement, incorporating Automatic Number Plate Recognition (ANPR), payment and registration systems, and improved signage. The submitted proposal provides a site-wide management approach covering Zones 1–3 of the Pavilion and recreation ground site.
3. Proposal Overview
Countrywide Parking Management proposes a fully managed and self-funding solution comprising:
3.1 Monitoring Infrastructure
- Installation of 3 ANPR cameras covering all vehicle entry and exit routes, ensuring 24/7 monitoring of the car park.
- Creation of three enforcement zones, including the main car park, access road, and sports field area.
- Integration with real-time reporting tools (occupancy levels, peak times, repeat visits).
3.2 Parking Controls
- Registration kiosks allowing Pavilion and café users to register for free parking (the proposal indicates 1 hour free for café users, although this is subject to negotiation and may need to be extended to prevent a rushed experience).
- Mobile payment options via RingGo for general public and extended stays.
- Optional discounted or free annual permits for eligible groups, if adopted by the council.
3.3 Enforcement Approach
- Clear, compliant signage across all zones, including ‘Pay by Phone’, ‘No Waiting/Unloading’, and terms and conditions.
- £100 Parking Charge Notices (reduced to £60 if paid within 14 days), issued by post via DVLA data.
- Built-in PCN prevention safeguards, including grace periods, 72-hour processing delay, and manual review to minimise penalties to genuine users.
3.4 Operational Features
- 24/7 helpline for motorists and client support.
- Dedicated account management, quarterly reviews, uptime monitoring, and full back-office functionality.
3.5 Financial Implications
- No installation or ongoing equipment costs to the council.
- System is fully funded through transaction fees associated with paid parking sessions.
- Contract term is 24 months, with the option to review, extend or terminate thereafter.
Countrywide Car Park Proposal
4. Considerations for Members
- The proposal addresses long-standing misuse and associated safety risks.
- Improved parking availability is expected for community centre hirers, café customers, nursery users, and staff.
- The model is cost-neutral, although Members should consider reputational implications of introducing enforcement and charging.
- Communication with schools, residents, and regular users will be important before implementation.
- Officers will need to finalise local criteria for any free or discounted permits (if desired).
5. Recommendation
Members are requested to:
- Review the Countrywide Parking Management proposal (attached); and
- Resolve whether to approve the implementation of the proposed ANPR-managed parking system at the Stone Pavilion site; or
- Request further clarification, amendments, or alternative options prior to making a final decision.
12 – CCTV Monitoring Proposal for Stone Pavilion and Stone Recreation Ground |
For Decision |
1. Purpose of the Report
To present for Members’ consideration the two proposals received for CCTV monitoring of the Stone Pavilion and Stone Recreation Ground site. Both options offer potential improvements to site security, anti-social behaviour response, and evidence gathering, and while the cost profiles differ, the overall budget impact is comparable enough that both proposals should be judged on their operational merits.
The two proposals are:
- Corps Security – Remote CCTV Monitoring & Scheduled Patrols
- Dartford Borough Council – Fully Monitored Local Authority Control Room
-
Background
As part of the Stone Recreation Ground improvement scheme, the Council has invested in an extensive external CCTV system but currently relies on occasional live-view and retrospective recording rather than active monitoring.
To increase the effectiveness of the system, officers have negotiated options for professional CCTV monitoring to improve prevention, enable real-time response, and increase community reassurance. Two viable proposals have now been received, each offering different models of monitoring, operational scope, and support levels.
3. Overview of Proposals
3.1 CORPS Security – Remote Monitoring Model
Service Summary
Corps proposes a commercial model focused on remote monitoring of alerts generated by the council’s cameras, supported by optional scheduled patrols.
Key elements include:
- Remote monitoring of the council’s 20-camera system at a cost of £3,600 per year.
- Camera alerts triggered via line-crossing analytics during quieter times (22:00–04:00).
- Optional proactive CCTV patrols (scheduled operator sweeps):
- Every 30 minutes (25 patrols/day): £36,408.75 per year.
- Every 60 minutes (13 patrols/day): £18,932.55 per year.
- Optional lone-worker protection devices at additional cost.
Operational Strengths
- Commercial provider with experience across a range of environments.
- Remote monitoring approach may suit a model focused on out-of-hours deterrence.
- Option to scale up scheduled patrols or cover specific high-risk periods.
Limitations
- Base monitoring hours (22:00–04:00) may not align with incident peaks at Stone Pavilion.
- Direct police integration is not built into the standard offer.
- Patrol options substantially increase ongoing cost.
- Evidence retrieval and management processes are not integrated into policing systems.
3.2 DARTFORD BOROUGH COUNCIL – Local Authority Control Room Model
Service Summary
DBC proposes incorporating SPC’s external CCTV cameras into the borough’s fully staffed CCTV control room.
Key features include:
- 24/7 live monitoring by trained SIA-licensed operators.
- Direct access to Kent Police operational radio network for immediate incident escalation.
- Evidence retrieval, storage and distribution managed directly by DBC.
- Two preventative maintenance visits per year and on-site response within four hours.
- Integration into the DTAC (Dartford Against Crime) partnership network.
Cost Summary
- One-off camera integration and licensing: £3,983.40
- Annual monitoring: £5,000
- Annual maintenance: £2,529.27
- Total annual cost: £7,529.27
- Three-year fixed price agreement
Operational Strengths
- Full real-time monitoring 24/7, offering the highest level of proactive oversight.
- Seamless communication route to Kent Police and ability to live-stream footage.
- Maintenance, evidence handling and compliance managed by the Borough Council.
- Local authority governance, fully audited systems, and robust data-handling processes.
- Monthly monitoring and incident reports provided.
Limitations
- SPC would not be the data controller for CCTV footage, and requests must go via DBC.
- Public signage and privacy notices will need updating.
- Service dependent on available capacity within DBC’s existing control room.
4. Comparative Considerations
4.1 Monitoring Approach
- DBC: Continuous, 24/7 live monitoring with police-linked escalation.
- Corps: Limited-time monitoring supported by reactive alerts; proactive patrols only via costly add-ons.
4.2 Police Integration
- DBC: Fully integrated with Kent Police systems and radios.
- Corps: No direct integration; police contact via standard communication channels.
4.3 Maintenance & Technical Support
- DBC: Includes maintenance, two preventative visits per year, and on-site response.
- Corps: Monitoring-only service; maintenance would remain the parish’s responsibility.
4.4 Costs
While the models differ, the effective annual cost for full operational coverage is broadly comparable once the scope is aligned:
- DBC: £7,529.27 annually for full monitoring and maintenance.
- Corps: £3,600 for base monitoring but significantly more if meaningful nightly or regular patrol coverage is required.
The choice therefore depends more on service model and operational preferences than purely on cost.
5. Officer Commentary
Both proposals offer viable routes to enhancing site safety and incident response. The decision hinges on:
- Whether Members prefer a public-sector control room with full real-time monitoring and police connectivity; or
- A commercial model focused on alert-based monitoring, scalable via patrols, potentially offering more flexibility over monitoring hours but reliant on reactive rather than proactive detection.
6. Recommendation
Members are asked to:
- Review both CCTV monitoring proposals in full.
- Consider the relative benefits of a public-sector partnership (DBC) versus a commercial monitoring approach (Corps).
- Determine which proposal best meets the council’s operational needs for safety, responsiveness, and long-term reliability.
- Authorise officers, subject to Member decision, to initiate contract or partnership discussions with the selected provider.
13 – Workforce Structure & Budget Proposals for 2026-27 |
For Decision |
1. Purpose of the Report
To present the recommendations of the Performance & People Committee regarding the proposed Workforce Structure for implementation from April 2026, and to request that Full Council ratifies the Committee’s resolution to support the indicative proposals subject to the formal budget-setting process for 2026–27.
2. Background
At its meeting on 5 November 2025, the Performance & People Committee considered the report ‘Workforce Structure & Budget Proposals for 2026–27’ (attached).
The report outlined:
- Findings from the October 2025 staff review meetings.
- The limitations of the current organisational structure (Appendix B – Current Structure, Oct 2025)
- The legacy May 2025 structure for context (Appendix A – Structure May 2025)
- The indicative proposed operational structure for April 2026 (Appendix C – Indicative Structure 2026–27)
The proposals set out a rebalanced, modernised staffing model across Strategic Administration, Estate Maintenance, and Hospitality & Venues, reflecting organisational learning, venue redevelopment, and anticipated service growth.
The Committee resolved to support these indicative proposals in principle, acknowledging that implementation would be dependent on the outcomes of the 2026–27 budget setting process.
3. Summary of the Proposed Structure
The Committee-supported proposals include:
3.1 Structural Improvements (from the Committee report)
- Clearer departmental leadership and accountability.
- Reduced direct management load for the Chief Officer.
- Increased technical capacity (digital communications, compliance).
- Strengthened operational resilience ahead of the remodelled venue reopening.
- Succession and progression routes for existing staff.
3.2 Key Role Developments
Subject to budget availability and meeting performance criteria:
- Acting Assistant Clerk (SCP 26) – progression from Council Administrator; absorbing strategic community engagement duties from the previous CSEO post.
- Venue Coordinator – progression from Hospitality Administrator; oversight of bookings and venue operations.
- Venue Caretaker (FT, SCP 5) – supporting evening cover, cleaning, and events.
- Receptionist / Office Junior (FT, SCP 5) – increasing front-of-house capacity.
- Digital Communications & Technical Officer – replacing former Community Strategy post with a technical-specialist function.
- Additional zero-hours hospitality staff as required after Pavilion reopening.
3.3 Establishment Impact
As set out in the FTE comparison table in the Committee report:
- Strategic Administration: +1.0 FTE
- Estate Maintenance: 0 FTE change
- Hospitality & Venues: +1.5 FTE
- Total change: +2.5 FTE, aligned to income growth and increased operational demand.
4. Committee Resolution
The Performance & People Committee resolved to:
- Support the indicative Operational Structure (April 2026) for inclusion in the 2026–27 budget.
- Acknowledge the proposed changes, including anticipated confirmation of secondments, role progressions, and new posts, subject to budget confirmation.
5. Considerations for Full Council
- The proposals remain indicative only until Full Council formally approves the 2026–27 budget.
- No structural changes will be enacted without confirmed financial provision.
- The approach aligns workforce capacity with:
- the reopening of the remodelled Pavilion,
- increased venue and hospitality income potential,
- improved organisational resilience, and
- modernised technical and administrative capability.
6. Recommendation
It is recommended that Full Council ratifies the decision of the Performance & People Committee and:
- Approves in principle the indicative Workforce Structure for implementation from April 2026, as set out in the report ‘Workforce Structure & Budget Proposals for 2026–27’;
- Notes that all structural changes remain contingent on the 2026–27 budget being formally approved; and
- Authorises the Chief Officer to incorporate the indicative structure into the draft 2026–27 budget for Council consideration.