Council and democracy
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The portfolio is scrutinised by the
Strategy and Resources Scrutiny Committee and covers the following:
Strategic control of the use of the financial
resources of the Council, (subject to the necessary financial approvals of the
Council) Treasury Management including for the Housing Revenue Account;
insurance and banking services
The approval of Council contributions
towards projects being funded from the National Lottery.
Supervision of the borrowing of money and
management of the Council's cash flow.
Management of other income and specific
reserves.
Other detailed financial management
matters, including the writing off of debts except where the responsibility of
the Executive Councillor for Housing.
Collection and management of Council Tax,
National Non-Domestic Rates and Housing Benefit.
Strategic information technology issues,
information technology projects which either have implications for the Council
as a whole or which fall significantly within the remit of more than one
Executive Councillor.
·
Corporate implementation of improvements
and efficiency reviews, and the development and monitoring of core performance
indicators and targets
·
Transformation of the Council through the
‘Our Cambridge’ programme,
·
Shared Services
·
Procurement (at a strategic level -
oversight of individual procurement exercises will remain with the
portfolio-holder for the relevant service area).
·
The policy and management of moorings
·
Ensure that the climate and biodiversity
emergencies are considered in all initiatives in their portfolio and ensure
their portfolio contributes towards Cambridge becoming a zero carbon city
Trading Services
·
Council strategy to expand trading
activities and additional income generation opportunities, including
responsibility for those which do not fall within the remit of another
Executive Councillor
Customer
Services and ICT
·
Delivery of quality customer services
·
Council’s digital strategy and the
benefits it will deliver for residents, and also to staff in helping them do
their jobs better and more easily
·
Data protection and freedom of
information.
Property Matters
·
Leadership
on corporate and cross-portfolio major capital projects and oversight of the
council’s overall capital programme, including the development, redevelopment,
change of use or other major change to land or property owned by the Council
considered by the Chief Executive to be major, significant or sensitive in
terms of the Council's policies and priorities.
·
Any
realisation of assets programme which may be considered necessary to generate
capital receipts for the Council.
·
The
approval of any proposal to re-allocate land between functions and any formal
appropriation of land or property from one purpose to another.
·
Management
of all land and buildings held by the Council, except for:
o property in use for specific operational
purposes which fall within the responsibility of another Executive Councillor
o
those
parts of council sites developed for housing including new council housing, and
dwellings held within the Housing Revenue Account and land held by the Council
for housing purposes used for or in connection with the provision of facilities
or amenities for local tenants or residents, which shall be the responsibility
of the Executive Councillor for Housing.
·
The
acquisition (by purchase or lease) of property by the Council.
·
Management
of the Council's office accommodation
Transformation, shared services and service
reviews and employee and management matters
To be responsible
for:
·
The Our
Cambridge Programme and other reviews which involve the responsibilities of
more than one other Executive Councillor, or have not been otherwise delegated.
·
The
performance of corporate and other shared services in meeting financial
performance objectives in business plans, except that responsibility for
operational matters in relation to non-corporate shared services shall be the
responsibility of the appropriate other Executive Councillor.
To establish,
monitor and ensure funding for Council-wide employment and training and
apprenticeship policies and delivery
·
To
comply with all relevant employment legislation and the Council's corporate
strategy, policies and objectives.
·
To
exercise strategic control of, and agree policies for, the use of the staffing,
property and information technology resources of the Council.
·
To
co-ordinate and monitor the arrangements for employee Health and Safety at Work
·
To
oversee the provision of professional and central support services, including:
o
Corporate
human resources support and information including training
o
Financial
services
o
Legal
services.
The relevant exercise
of compulsory purchase powers.
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