Cabinet Member for Corporate Services, Councillor Moss.

To take the lead within the Cabinet for ensuring that the Council delivers Corporate and Customer Excellence specifically ensuring that the Council has a productive workforce and that services are affordable.

Strategic Planning - to oversee the development, review and implementation of the Council’s:

·         People Strategy and workforce development plan including health and safety and equalities policies

·         Information Strategy

·         Risk Management Strategy

·         Procurement Strategy

·         Asset Management Strategy

·         Democratic Engagement Strategy

·         Emergency and Business Continuity Plans

Performance Management - to ensure excellent standards of performance and improvement with respect to the Council’s services for:

·         Customer service

·         Corporate finance including regular budget monitoring

·         Legal advice

·         Information Technology

·         Council Tax and Housing Benefit

·         Democratic Services including electoral services and member services

·         Property Services

·         Procurement

And ensure that the Council meets its objectives and obligations under the Data Protection, Freedom of Information and Regulation of Investigatory Powers Act.

External Affairs and Partnerships

·         To represent the Council on all relevant partnerships

·         To take responsibility for relationships with funding advisors

Leader of the Council, Councillor Garland.

To lead the Council and the Cabinet including taking responsibility for the discharge of any executive function not delegated to another individual or body. To provide political leadership for the authority including:

·         Being a figurehead for the Council

·         Providing leadership in building a political consensus around council policies

·         Working with others in building a vision for the Council and community

·         Providing strong, clear leadership in the co-ordination of policies, strategies and service delivery

Specifically to have responsibility for:

Strategic Planning and Policy Development – to oversee the development, review and implementation of the Council’s

·         Sustainable Communities Strategy, Strategic Plan and all other policy framework documents and to ensure that they interrelate and reflect agreed Council priorities

·         Medium Term Financial Strategy including Capital Investment Strategy and Community Budget

·         Communications strategy

·         Corporate Improvement Plan

Performance Management– responsibility for:

·         Ensuring appropriate performance management arrangements are established and maintained

·         Reviewing performance and ensuring appropriate action is identified and executed to remedy performance issues

·         Ensuring that the Cabinet Members are delivering priorities within their own portfolio responsibilities.

·         Ensuring that the Council achieves its promises in terms of service quality standards and that services are resilient and provide value for money.

·         Ensuring that excellent standards of governance and conduct are achieved throughout the business of the Council

External Affairs and Partnerships

·         To act as an ambassador for the Council and its activities amongst external advisory and interest groups.

·         To act as an advocate for the Council in pressing for changes in national policy

·         Represent the Council and its interests in regional and national bodies as appropriate including the Kent Forum

·         To be responsible for the Council’s role in partnerships including leading the Council’s contribution to the Maidstone Locality Board and Mid Kent Improvement Partnership and supporting other partnerships and organisations including Voluntary Action Maidstone and Town Centre Management