Constitution - Executive Portfolios
Part 3 - Responsibility for Functions
- Section 1 - Responsibility for Local Choice Functions
- Section 2 - Responsibility for Council functions (including terms of reference for Council and its Committees)
- Section 3 - Responsibility for Executive functions (including terms of reference for the Executive, individual Executive Members and Panels)
- Section 4 - Joint Arrangements with other Local Authorities
- Section 5 - Advisory Groups to the Executive
- Section 6 - List of non executive functions
- Section 7 - Executive portfolios
- Section 8 - Membership of the Executive/Committees/Panels/Forums
- Section 9 - Appointments to Outside Bodies/Organisations and School Governing Bodies
- Section 10 - Scheme of Officer Delegations
Executive Portfolios
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Leader | All | 1. To lead on issues of regional and national importance including rural issues and relations with Whitehall, GOSE, KCC, Kent Districts, and Parishes etc | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Leader | All | 2. To adjudicate and allocate lead responsibility on issues crossing portfolio boundaries | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Leader | All | 3. Within the overall policy framework to take the community leadership role in forming partnerships with other local public, private, voluntary and community sector organisations to address local needs and develop the Community Plan | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Leader | All | 4. To oversee the delivery of the Council's Corporate Plan | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Leader | All | 5. To lead on issues relating to duty to involve | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Leader | All | 6. To lead on the development of shared services and partnership/joint back office initiatives | CORPORATE SERVICES DIRECTOR | HEAD OF SERVICE RELEVANT TO FUNCTION |
| Leader | All | 7. To lead on any matters requiring Member involvement referring to local elections, electoral registration, provisions of electoral boundaries, orders in respect of Parishes and related matters pertaining to the Borough or Parish Councils | CORPORATE SERVICES DIRECTOR | HEAD OF LEGAL |
| Leader | All | 8. To ensure Members and Officers comply with the code of conduct for standards and ethical behaviour | CORPORATE SERVICES DIRECTOR | HEAD OF LEGAL |
| Leader | All | 9. To lead on any matters dealing with the councils constitution and proposed amendments to it | CORPORATE SERVICES DIRECTOR | HEAD OF LEGAL |
| Leader | All | 10. To lead on any cross party issues | CORPORATE SERVICES DIRECTOR | HEAD OF LEGAL |
| Leader | Regenerating Swale | 11. To be the lead member for the regeneration of Sittingbourne Town Centre | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Leader | Regenerating Swale | 12. To be the lead member for realising the economic opportunities of Kent Science Park | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Leader | Regenerating Swale | 13. To be the lead member for Thames Gateway Board and any multi area agreement | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Leader | Regenerating Swale | 14. To be the lead member for any multi area agreement including Swale | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 1. To be lead member for the South Thames Gateway Building Control Partnership and policy regarding Building Regulations | REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 2. To oversee policy regarding Town Planning including overall enforcement, the preparation, maintenance and implementation of the Local Plan and Local Development Framework and make recommendations to Council | REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 3. To be lead member for the regeneration of Queenborough and Rushenden including harbours and quays for the area | REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 4. To oversee the production of policy in relation to S.106 / Community Infrastructure Levy/Tariff and to ensure the ongoing compliance with LDF policy and guidance and monitoring of expenditure. | REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 5. To be lead member on the Borough’s Gypsy and Travellers Area Assessment | REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 6. To oversee policy in relation to land charges | CORPORATE SERVICES DIRECTOR | HEAD OF LEGAL |
| Deputy Leader and Sustainable Planning | Regenerating Swale | 7. To consider equality and diversity in the provision of planning related services. | CORPORATE SERVICES DIRECTOR/ REGENERATION DIRECTOR | HEAD OF DEVELOPMENT SERVICES/HEAD OF LEGAL |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Regeneration (including Learning and Skills) | Regenerating Swale | 1. To be lead member for ensuring linkages with learning providers and the local business community in order to develop and deliver the local learning strategy | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 2. To extend the number and range of local opportunities through which people can access learning | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 3. To act as champion for ensuring learning meets the current and future needs of the local economy | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 4. To improve educational performance and progression | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 5. To create a learning culture, through early years, family and community learning | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 6. To be lead member for the regeneration of Sheerness | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 7. To be deputy lead member for the regeneration of Sittingbourne Town Centre | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 8. To be deputy lead member for realising the economic opportunities of Kent Science Park | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 9. To oversee the development and promotion of the tourism potential of the Borough for both residents and visitors in a sustainable manner. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 10. To oversee policy for economic development, community development, regeneration and related matters, including matters related to Swale Economic and Regeneration Partnership and business engagement. 11. To agree the policy for trading within town centre areas | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | Regenerating Swale | 12. To oversee such highway and transportation matters as are the Council's responsibility. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Regeneration (including Learning and Skills) | All | 13. To oversee policy for concessionary fares. | CHIEF EXECUTIVE | HEAD OF SERVICE DELIVERY |
| Regeneration (including Learning and Skills) | All | 14. To oversee general policy regarding the management of off and on-street parking facilities. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES/HEAD OF SERVICE DELIVERY |
| Regeneration (including Learning and Skills) | All | 15. To consider equality and diversity in the provision of regeneration related services. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES/HEAD OF SERVICE DELIVERY |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Safer and Stronger Communities | Regenerating Swale | 1. To be deputy lead member for the regeneration of Sheerness | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 2. To oversee policies and procedures concerning community engagement | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 3. To promote high Community Safety Standards and to oversee the development and implementation of the community safety strategy ensuring the Council complies with national guidelines | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 4. To be the lead member for the Swale Community Safety Partnership and any associated activities. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 5. To consider matters related to crime prevention, including the implications of County Policing policy, liaison with the local police and law and order generally. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 6. To be lead member for the safeguarding of children, for the development and implementation of the Child Protection Policy, liaising with Children’s Services and for ensuring the Council fulfils its statutory duties under the Children Act 2004 section 11. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 7. To be lead member for oversee policy for voluntary sector liaison and community development, including the Youth Forum and young people’s liaison | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 8. To formulate and implement policy for the management and control of community halls | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 9. To consider the well-being of local communities and the provision of services to them | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 10. To lead on Emergency Planning and health and safety issues on behalf of the Council | CORPORATE SERVICES DIRECTOR | EMERGENCY PLANNING COORDINATOR |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 11. To lead on all licensing issues | CHIEF EXECUTIVE | HEAD OF SERVICE DELIVERY |
| Safer and Stronger Communities | Promoting a safer stronger Swale | 12. To agree the specification and approve the Contract for the management of markets on Council owned sites. | CHIEF EXECUTIVE | HEAD OF SERVICE DELIVERY |
| Safer and Stronger Communities | All | 13. To have lead responsibility for overseeing the Council's commitment to deliver the Corporate Equality Strategy | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Safer and Stronger Communities | All | 14. To consider the equality and diversity in the provision of services contributing to safer and stronger communities | REGENERATION DIRECTOR/ CORPORATE SERVICES DIRECTOR | HEAD OF ECONOMIC and COMMUNITY SERVICES/HEAD OF LEGAL |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Environment (including rural issues) | Regenerating Swale | 1. To be the lead member for ensuring regeneration projects consider environmental impacts on the local community | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Environment (including rural issues) | Regenerating Swale | 2. To be the lead member on all rural issues affecting Swale including: biodiversity; being a voice for the countryside; forming good relationships with the parishes and rural agencies such as National Farmers Union, English Nature and National Trust; exploring funding opportunities, transport issues, exclusions issues and the provision of facilities | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 3. To formulate and implement policy for the management of climate change | CHIEF EXECUTIVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 4. To take a leading role in respect of recycling, rubbish collection, pollution control/monitoring, noise and pest control, council wardens and other areas within the Environmental Services Unit. | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 5. To keep under review the Council's contracts for the provision and operation of street cleaning, refuse collection, recycling and public conveniences and to make submissions to the Executive on any matters relating to the contracts | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 6. To oversee policy for the enforcement of food hygiene, health and safety at work and animal welfare legislation. | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 7. To promote high environmental standards | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 8. To meet the statutory requirements for the provision of allotments. | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 9. To oversee policy for sea defences, coastal protection, sea fronts, coastal resorts, harbours and quays | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Creating a cleaner and greener Swale | 10. To oversee the management and maintenance of the Council's urban parks, open spaces, countryside, country parks and play areas, including those arising from Section 106 agreements | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | Promoting a safer and stronger community | 11. To oversee the formulation and implement the policy for cemeteries and crematoria. | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE/HEAD OF SERVICE DELIVERY |
| Environment (including rural issues) | All | 12. To consider equality and diversity in the provision of services relating to the environment. | REGENERATION DIRECTOR | HEADS OF SERVICE OF RELEVANT FUNCTIONS |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Performance and Place | Becoming a high performing organisation | 1. To oversee policies and procedures concerning customer relations, customer care, including complaint management commissioning and procurement | CHIEF EXECUTVE | HEAD OF COMMISSIONING and CUSTOMER CARE |
| Performance and Place | Becoming a high performing organisation | 2. To oversee policies and procedures concerning commissioning and procurement including contract management | CHIEF EXECUTVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Performance and Place | Becoming a high performing organisation | 3. To lead on changing the culture of the organisation to become more performance led/driven and support partnership/joint back office initiatives | CHIEF EXECUTVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Performance and Place | Becoming a high performing organisation | 4. To oversee the performance management cycle and related matters including corporate planning, data quality, risk management, and project management | CHIEF EXECUTVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Performance and Place | Becoming a high performing organisation | 5. To oversee the Council's external Inspection and Assessment process | CHIEF EXECUTVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Performance and Place | Becoming a high performing organisation | 6. To oversee policies and procedures concerning corporate communications | CHIEF EXECUTVE | HEAD OF CORPORATE STRATEGY and COMMUNICATIONS |
| Performance and Place | Becoming a high performing organisation | 7. To lead on the councils contribution to the total place initiative | CHIEF EXECUTVE | HEAD OF SERVICE OF RELEVANT FUNCTION |
| Performance and Place | Becoming a high performing organisation | 8. To oversee the employment relations, welfare and human resources of the Council | CHIEF EXECUTVE | HEAD OF ORGANISATION and DEVELOPMENT |
| Performance and Place | Becoming a high performing organisation | 9. To oversee the provision of Members and Officers learning and development | CORPORATE SERVICES DIRECTOR | DEMOCRATIC and ELECTORAL SERVICES MANAGER/HEAD OF ORGANISATION and DEVELOPMENT |
| Performance and Place | Becoming a high performing organisation | 10. To keep under review the economic use of council owned assets (land and property) including receipt of Annual Land Holdings report and to make submissions to the Executive on the Asset Management Plan following consideration by the Executive. | CORPORATE SERVICES DIRECTOR | HEAD OF PROPERTY SERVICES PARTNERSHIP |
| Performance and Place | Becoming a high performing organisation | 11. To deputise on the development of shared services and partnership/joint back office initiatives | CORPORATE SERVICES DIRECTOR | HEAD OF SERVICE OF RELEVANT FUNCTION |
| Performance and Place | Becoming a high performing organisation | 12. To consider equality and diversity in the provision of services related to council performance activities. | CHIEF EXECUTIVE | ALL HEADS OF SERVICE |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Finance and Budget Management | Becoming a high performing organisation | 1. To oversee policy on the use of and application for external and European funding ensuring the council is maximising the funding opportunities available. | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 2. To oversee the strategic resources portfolio of the Council (including finances and council tax) and to lead on budget management. | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 3. To ensure that matters concerning all resource allocation are securely managed and are brought within the Medium Term Financial Strategy programme to appropriate meetings of the Executive within the annual cycle. | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 4. To lead on the process of the Annual Budget Cycle for all resources | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 5. To hold to account all Executive Members on their stewardship of resources. | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 6. To lead on value for money issues | CORPORATE SERVICES DIRECTOR/CHIEF EXECUTIVE | HEAD OF FINANCE/HEAD OF SERVICE DELIVERY |
| Finance and Budget Management | Becoming a high performing organisation | 7. To oversee the implementation of the policy for the provision of grant aid | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Finance and Budget Management | Becoming a high performing organisation | 8. To consider equality and diversity in the provision of financial services. | CORPORATE SERVICES DIRECTOR | HEAD OF FINANCE |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Housing | Regenerating Swale | To be deputy lead member for the regeneration of Queenborough and Rushenden | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 1. To oversee the assessment of the Borough's housing needs and conditions and to formulate and monitor strategies. | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 2. To oversee the administration of all housing legislation and the preparation of related strategies, including the Housing Investment Programme | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 3. To promote a high housing standard | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 4. To formulate policy for advances and authorised loans for house purchase and improvement to property. | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 5. To oversee policy for the action required against gypsies illegally camped on Council owned land or whose acts or behaviour impede the proper management of any Council site, and decide whether any subsequent judgements resulting from eviction or otherwise should be enforced. | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 6. To oversee issues of deprivation, development and social housing (including housing benefits) and relationships with amenity groups. | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| Housing | Regenerating Swale | 7. To consider equality and diversity in the provision of housing services. | REGENERATION DIRECTOR/CHIEF EXECUTIVE | HEAD OF HOUSING SERVICES HEAD OF SERVICE DELIVERY |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Health | Promoting a safer and stronger community | 1. To liaise with Health Authorities to provide views, as necessary, on the policies being pursued by these authorities, their success or otherwise within the policy framework. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Health | Promoting a safer and stronger community | 2. To liaise with Health Authorities as necessary, on initiatives to tackle health inequalities particularly as part of planned regeneration. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Health | Promoting a safer and stronger community | 3. To liaise with Adult Services, to provide views, as necessary, on the policies being pursued by these authorities, their success or otherwise within the policy framework. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Health | Promoting a safer and stronger community | 4. To have deputy lead responsibility for overseeing the Council's commitment to deliver the Corporate Equality Strategy. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Health | Promoting a safer and stronger community | 5. To consider equality and diversity in the provision of health related services. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| SWALE BOROUGH COUNCIL 2010-11 EXECUTIVE PORTFOLIOS | ||||
| Portfolio Title | Corporate Priority | Portfolio Responsibilities | Strategic Management Team Lead | Operational Management Team Lead |
| Culture | Regenerating Swale | 1. To be lead member in developing the Council's cultural offer and overseeing delivery of the cultural strategy | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Culture | Regenerating Swale | 2. To be lead member to optimise the positive impacts of the 2012 Olympics and Paralympics for Swale | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Culture | Regenerating Swale | 3. To oversee the provision of good quality entertainment, arts and arts facilities in the Borough and sports development opportunities in the Borough | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES |
| Culture | Regenerating Swale | 4. To facilitate and oversee the provision and operation of leisure, sport and recreation facilities | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE |
| Culture | Regenerating Swale | 5. To encourage, seek and promote private sector and community involvement in the financing, management and sustainability of leisure, sport and amenity facilities/activities | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE |
| Culture | Regenerating Swale | 6. To keep under review the Council's contracts for the provision and operation of leisure, sports and recreation facilities and to make submissions to the Executive on any matters relating to the contracts | CHIEF EXECUTIVE | HEAD OF COMMISSIONING and CUSTOMER CARE |
| Culture | Regenerating Swale | 7. To consider equality and diversity in the provision of cultural services. | REGENERATION DIRECTOR | HEAD OF ECONOMIC AND COMMUNITY SERVICES/HEAD OF COMMISSIONING and CUSTOMER CARE |
