Purpose

To make various appointments, including appointing the Cabinet
and Deputy Leader(s), to agree the portfolios of the Cabinet
Members and the extent of the delegations to them, and to confirm
matters reserved to the Cabinet.

Content

Consideration was given to a report of the
Borough Solicitor.

 

DECISION
–

 

(i)                 
THAT Councillor Patricia Callaghan
be appointed as Deputy Leader and Councillor Adam Harrison as
Second Deputy Leader;

 

(ii)               
THAT the following appointments be
made to the following Cabinet Portfolios.

 

•        
Cabinet Member for Safer
Communities – Councillor Pat Callaghan

 

•        
Cabinet Member for Better Homes
– Councillor Sagal Abdi-Wali

 

•        
Cabinet Member for Health,
Wellbeing, and Adult Social Care – Councillor Anna
Wright

 

•        
Cabinet Member for Finance and
Cost of Living – Councillor Camron Aref-Adib

 

•        
Cabinet Member for Best Start for
Children and Families – Councillor Marcus Boyland

 

•        
Cabinet Member for Jobs, Young
People and Culture – Councillor Sabrina Francis

 

•        
Cabinet Member for New Homes and
Community Investment – Councillor Nasrine Djemai

 

•        
Cabinet Member for Voluntary
Sector, Equalities, and Cohesion – Councillor Nadia
Shah

 

•        
Cabinet Member for Planning and a
Sustainable Camden – Councillor Adam Harrison

 

(iii)              
THAT the above portfolios will be
as follows:

 

Leader of the
Council

 

Summary

 

Leading on the overall delivery of
the Council’s We Make Camden Missions and Challenges and
themes, organisational innovation and improvement, and supporting
the participation of all citizens in community life and
decision-making. Overseeing a new focus on energy security and
supporting secure livelihoods for Camden residents through
supporting investment in a just transition to a low carbon
environment. Given their long-term significance, to retain
oversight of the Council maintaining financial stability and
resilience as an organisation, High Speed 2 and Euston Station, the
Community Wealth Fund and the Council’s approach to
addressing inequality in the Borough.

 

Detail

 

To have overall responsibility for
the functions within the remit of the Cabinet and the ability to
make any decision that can be made by any Cabinet Member and the
Cabinet collectively, or has been delegated to officers.

 

To take a particular lead
delivering the following:

 

-         
We Make Camden and creating a
Missions-orientated organisation and work with Cabinet collectively
on the delivery of the We Make Camden Missions, challenges and
ambitions;

-         
overseeing our work to share power
with our communities – opening up the Council so that all
citizens can have a say, and working with citizens and communities
to shape and deliver services;

-         
developing strategic and
Missions-orientated partnerships in the Borough;

-         
working with our borough partners,
and key economic and social institutions to ensure that jobs,
growth and wealth generated here in Camden bring direct benefits to
our residents.

-         
helping to make Camden a home of
innovation and creativity, where we learn together, and to lead the
Council’s work to test new ideas to tackle inequality,
injustice and complex challenges;

-         
the development of our Community
Wealth Fund to unlock our wider Camden resources to deliver our We
Make Camden ambitions and missions;

-         
ensuring that the Council is
campaigning in London and nationally on behalf of our
residents.

 

To have overall responsibility for
Council communications.

 

To lead on overall strategy and
have responsibility for the policy and performance of the Council,
together with taking a strategic oversight of the Council’s
major projects.

 

To take the strategic lead on all
devolution issues for the Council.

 

To be responsible for health and
safety issues that fall within the remit of this
portfolio.

 

To be Cabinet lead for all matters
within the remit of the Cabinet (subject to those allocated below)
relating to the activities of the Strategy Family, Strategy and
Policy Design, Participation, Partnerships and Communications, and
Law and Governance divisions of the Corporate Services
directorate. 

 

To maintain oversight on HS2 and
Euston Station with each Cabinet Member being responsible for
delivery within their portfolios of relevant aspects of the
project.

 

To maintain oversight of the
Council’s energy security programme, working at a Borough,
London and national level to accelerate the Council’s
commitment to energy transition through financial investment in
energy infrastructure, including the Council’s retrofit and
net zero communities programme.

 

To maintain oversight of
integrated care systems and the development of population health
approaches in Camden and at a sub-regional level, working with the
Cabinet Member for Health, Wellbeing, and Adult Social
Care.

 

To take the lead on work with
anchor institutions to ensure that the opportunities and common
wealth are shared through our Missions-orientated approach and lead
the development of a Community Wealth Fund, working alongside the
Cabinet Member for Finance and Cost of Living, the Cabinet Member
for Jobs, Young People and Culture, and the Cabinet Member for New
Homes and Community Investment.

 

To be responsible, with the Leader
of the Council, for seeking to protect Camden residents, businesses
and other organisations from the negative impacts of Brexit and to
realise positive impacts from any Government initiatives that
foster improved relations with the European Union.

 

To be responsible for appointing a
Senior Coroner as required under Schedule 3 of the Coroners and
Justice Act 2009.

 

Should the Cabinet Member for Best
Start for Children and Families decline to act in relation to the
appointment of school governors (for whatever reason), then the
Leader or Deputy Leader will take the decision on school governor
appointments or removals. For decisions relating to the removal of
school governors then the Leader/Deputy Leader will either make the
decision in consultation with the Executive Director Supporting
People or should the Leader/Deputy Leader not have made the initial
decision and should an appeal have been lodged, will receive the
recommendation from the Governors Appeals Panel after an
appeal.

 

New Homes and
Community Investment

 

Summary

 

Leading on protecting mixed
communities, and sharing our common wealth including investment in
new homes, schools, green spaces, and community facilities
(including the Community Investment Programme, regeneration and
place-making). The portfolio includes special responsibility for
creating vibrant markets.

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
building as many genuinely
affordable homes as we can as quickly as we can, and help others
(including housing associations and developers) to do the
same;

-         
focusing on building communities
that are mixed, with well-designed homes and infrastructure that
encourage integration, cohesion, sustainability, and equality and
active lifestyles;

-         
leading our work to promote
vibrant markets and high streets and

-         
work to preserve a dynamic evening
and night-time economy, balancing the needs of visitors and
businesses with those of local people who may be negatively
impacted.

 

To have lead responsibility for
functions within the remit of the Cabinet which relate to the
development of an inclusive economy, working in partnership with
the Cabinet member for Jobs, Young People and Culture.

 

To lead in protecting mixed
communities including investment in schools, new homes, green
spaces, and community facilities, (including Community Investment
Programme, regeneration, and place-making).

 

To support the development of a
Camden Community Wealth Fund, working alongside the Leader, Cabinet
Member for Finance and Cost of Living, and Cabinet Member for Jobs,
Young People and Culture.

 

To have responsibility for all
matters within the remit of the Cabinet which relate to
regeneration.

 

To have corporate oversight of
cross-cutting Community Investment Programme issues.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To take special responsibility for
creating vibrant markets. 

 

Better
Homes

 

Summary

 

Leading on improving council homes
and estates, tenant and leaseholder participation, and promoting
quality private rented accommodation (including council stock;
housing management, and housing strategies) and working to support
our refugee communities and the Council’s work as a Borough
of Sanctuary.

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
continuing to work to make homes
in Camden safe, well-managed, and well-maintained, and make sure
that people’s homes meet their needs, seeking to reduce the
number of households living in unsuitable accommodation;

-         
seeking to influence the private
rented sector so that it improves the standard of
accommodation;

-         
to lead on the Estates Mission,
focusing on ensuring Camden's estates and their neighbourhoods are
healthy and sustainable, and unlock creativity taking primary
responsibility for Mission delivery, partnerships, and
collaboration with other Cabinet Members and Cabinet
Advisers;

-         
ensuring that the private rented
sector in Camden is well-regulated, including the holiday
short-term lets market, to maximise the availability of affordable,
accessible, and decent housing for Camden residents;

-         
delivering the highest level of
safety in our housing stock by working together with tenants and
leaseholders.

 

To be responsible for all
strategic housing matters including the Council's housing strategy,
its relationship with registered social landlords and other housing
agencies across all tenures (including private sector issues), and
the Council's housing strategy.

 

To have overall strategic
responsibility for resident safety in Camden. 

 

To lead in improving council homes
and estates.

 

To lead in responding to and
seeking to influence the Government’s agenda on housing
issues.

 

To lead on housing policy and
temporary accommodation.

 

To lead on promoting quality
private rented accommodation, including Council stock; housing
management and housing strategies. Aligned with this to have
oversight of the regulation of the holiday short-term lets market
in Camden.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To have responsibility for
effective arrangements for the provision of housing services funded
by grants.

 

To be responsible for the
improvement and maintenance (including responsive repairs, planned
maintenance, capital projects, and resulting health and safety
obligations) of the Council's residential stock (including estate,
street properties, and sheltered and hostel accommodation). This
includes oversight of the funding, procurement, and management of
the housing investment programme and related regeneration and
inward-investment initiatives together with responsibility for the
prudent management of the Housing Revenue Account and housing
capital budgets including the oversight of the capital spend
profile and annual rent-setting.

 

To have responsibility for
functions within the remit of the Cabinet relating to housing
management on Camden's housing estates and street properties
(including estate cleaning, grounds maintenance, environmental
management, void control, lettings, and rent
collection).

 

To be responsible for leading and
improving tenant and leaseholder participation, ensuring that the
views and interests of all tenants and leaseholders are considered
in the creation of housing policy and service delivery. To also
ensure that the participation is representative and maximise the
level of participation and to involve and engage new tenants
including young people, refugees, people living in our temporary
accommodation and people experiencing homelessness.

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

For the purposes of the Housing
Ombudsman Complaint Handling Code, to be the designated Member
Responsible for Complaints.

 

Health,
Wellbeing, and Adult Social Care

 

Summary

 

Leading on healthy living and
ageing well in Camden, our work to address the causes and social
determinants of health, our population health approach, supporting
good mental health, reducing health inequalities, and supporting
independence for residents with disabilities or health conditions
(including health inequalities, adult social care, and adult
safeguarding).

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
to lead on the Camden Food Mission
ensuring that everyone eats well every day with nutritious,
affordable, sustainable food; taking primary responsibility for
Mission delivery, partnerships, and collaboration with other
Cabinet Members and Cabinet Advisers; putting health and wellbeing
at the forefront of all that we do, promoting good health and
ensuring that we consider health and wellbeing in the delivery of
our services;

-         
supporting improving population
health and addressing entrenched health inequalities by working
with all Cabinet Portfolio holders to tackle the social
determinants of health and address health inequalities;

-         
seeking to ensure that healthy
choices can be made and promoting the taking part in physical
activity, such as walking or cycling working with the Cabinet
Member for Planning and a Sustainable Camden;

-         
working with the Cabinet Member
for Best Start for Children and Families to ensure the best health
outcomes for children and young people in the borough;

-         
tackling the poorer health
outcomes that exist among residents in social housing, using our
relationship with our tenants to develop new community-based
interventions;

-         
supporting people to age well and
live independently for as long as possible, prioritising protecting
people from harm, and supporting people with disabilities to be in
control of their own lives; 

-         
seeking to reduce the prevalence
of mental ill-health in the borough and tackling the stigma that
exists towards mental illness; and

-         
ensuring that the safeguarding of
adults is a priority and is delivered effectively.

 

To have responsibility for all
functions within the remit of the Cabinet which relate to public
health, and adult social care, and take the statutory/strategic
political lead.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To lead on healthy living and
ageing well in Camden, supporting good mental health, reducing
health inequalities, and supporting independence for residents with
disabilities or health conditions (including health
inequalities/adult social care).

 

To have responsibility for the
Council’s health-related functions including public health.
These include executive matters dealt with by the relevant parts of
the Supporting People Directorate and the Council’s Health
and Wellbeing Service but may also include other matters from time
to time. The function also includes lead responsibility for matters
relating to NHS adult services and the Mental Health and Social
Care Trust, and the range of adult social care services and their
commissioning, including accessible transport. 

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

Finance and
Cost of Living

 

Summary

 

Leading on making the best use of
limited funds to meet our objectives, transformation including
promoting digital, making sure the Council is responsive to
citizens and other stakeholders, financial inclusion (finance,
property, HR, citizens and customer services, regulatory services,
transformation including digital and data lead).

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
designing services focused on
residents and their needs;

-         
ensuring strong financial
management; and

-         
striving for Camden to continue
its development as a leading digital council.

 

To also take a specific lead on
delivering our commitment to:

 

-         
increase resident satisfaction
with the Council overall and as a result of 'right-first-time'
changes in service provision;

-         
deliver efficiencies to meet the
Council’s cost reduction targets;

-         
set a clear and long-term approach
to the Council Tax levels taxpayers can expect to pay in this
difficult financial climate;

-         
lead the Council’s systemic
response to the challenge of poverty and hardship in our
communities resulting from the increased cost of living for our
families;

-         
develop long-term plans to ensure
that we remain a financially stable authority in a very difficult
financial climate;

 

To have responsibility for
functions within the remit of the Cabinet which relate to the
Finance & Procurement and Human Resources & Organisational
Development divisions of the Corporate Services Directorate, as
well as customer and citizen services and Council transport
services. These include, but not exclusively, the executive matters
dealt with by the Finance & Procurement division of the
Corporate Services Directorate, but may also include other matters
from time to time. In particular, it includes responsibility and
political leadership on the Council's approach to procurement,
digital inclusion, the Council's corporate use of technology, and
overall digital, data and technology strategy, including the
digital service and the Council's Corporate Property
function.

 

To support the development of a
Camden Community Wealth Fund, working with the Leader, the Cabinet
Member for Jobs, Young People and Culture, and the Cabinet Member
for New Homes and Community Investment.

 

To ensure that we are maintaining
financial resilience and stability whilst making the best use of
our resources to have an impact on the issues most important to our
communities.

 

To lead on transformation,
including promoting digital, data and making sure the Council is
responsive to citizens and other stakeholders.

 

To lead on financial inclusion
(finance, property, human resources, citizens and customer
services, regulatory services, transformation including digital and
data lead).

 

To provide a political and
strategic lead on customer and citizen services in
Camden.

 

To have responsibility for
functions within the remit of the Cabinet which relate to the HR
function. These include, but not exclusively, the functions dealt
with by HR, in particular, workforce policy and overseeing the
implementation of national agreements.

 

To have responsibility for some
regulatory services including licensing (in so far as they are not
the responsibility of the Licensing Committee), and street trading
within the Supporting Communities directorate.

 

To monitor the performance of the
Council’s people management policies and be the Cabinet
Member with responsibility for Health and Safety, relating to
employees and the Council’s internal advice
function.

 

To be otherwise responsible for
the health and safety issues that fall within the remit of this
portfolio.

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

 

Planning and a
Sustainable Camden

 

Summary

 

Leading on planning, cleaner air,
greener streets, addressing climate change and the climate and
ecological emergency, promoting sustainability, increasing
recycling, and making our communities accessible for all (including
parks, recycling, waste services, transport, sustainability esp.
air pollution, cycling, and walking).

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
leading the Council’s
response to the climate and ecological emergency including working
with Council services, the wider public sector, businesses, and
citizens;

-         
Working with the Leader of the
Council on investment in climate infrastructure and energy
security;

-         
seeking to improve air quality and
biodiversity in Camden;

-         
seeking to reduce carbon emissions
in the borough, lowering emissions from our estate and operations,
and working with others to achieve this goal;

-         
decreasing the amount of waste
produced in the borough by providing the infrastructure,
information, and incentives for people and businesses to reduce
their waste and recycle as much as possible of the waste that they
do produce; and

-         
seeking to increase green space
and ensure that green spaces, streets, housing estates, and other
public spaces are clean, attractive, and safe and that residents,
visitors, and businesses are actively involved in contributing to
this.

 

To oversee the authority’s
functions as a local planning authority (other than those which are
the responsibility of the Council and its Planning Committee)
including enforcement with particular reference to planning
policies and place-shaping (including HS2 and Euston), the Local
Plan Review, Section 106 legal agreements, Community Infrastructure
Levy and Neighbourhood Planning.

 

To have responsibility for the
overall policy and strategic direction of the Council with regards
to sustainability, including issues around education and
communication of its policy to the Borough.

 

To be responsible for transport
policy, street maintenance, the public realm, and improvements
projects and programmes, with the exception of any matters
pertaining to the Dartmouth Park Safe and Healthy Streets
Scheme.

 

To be responsible for the overall
policy and direction of parking management for the
borough.

 

To have corporate oversight of
cross-cutting Community Investment Programme issues related to
sustainability.

 

To lead on cleaner air, greener
streets, promoting sustainability, increasing recycling, and making
our communities accessible for all (including parks, recycling,
waste services, transport, sustainability especially air pollution,
cycling, and walking).

 

To have responsibility for policy
and strategic direction around parks.

 

To be responsible for the areas of
environmental services including recycling, waste management,
street cleansing, and public conveniences.

 

To be one of the Council’s
representatives on the North London Waste Authority.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To act as the Council’s
representative on the London Councils Transport and Environment
Committee (TEC).

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

To have responsibility for the
North London Waste Plan. 

 

To take a lead on matters relating
to animal welfare.

 

As the Second Deputy Leader if for
any reason neither the Leader nor the Deputy Leader are able to act
to have authority to act in their place

 

Best Start for
Children and Families

 

Summary

 

Leading on keeping children safe,
reducing child poverty, supporting families, excellence in
education for all (including schools and keeping children safe),
and supporting children and parents in our communities through our
early years' services.

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
working to protect Camden’s
family of schools and our shared vision of a collaborative and
cooperative local comprehensive education system;

-         
seeking to help all our young
people to achieve academic excellence and grow up to be active and
engaged citizens;

-         
ensuring that young people are
well-prepared for adult life, investing in education so that young
people have the knowledge, resilience, and relationships they need
to succeed;

-         
keeping safeguarding children as a
priority, protecting the most vulnerable, and finding ways to
support people to keep themselves and others safe;

-         
ensuring that all children have
the best start in life through early intervention programmes and
are kept safe and supported;

-         
ensuring that children are
supported to have the best start in life through our early years'
services;

 

To take a lead on citizen
participation and sharing power across the We Make Camden Missions
working with the relevant Cabinet Member Mission leads.

 

To have lead responsibility for
all the functions within the remit of the Cabinet which relate to
children's social care, health, education attainment, and
play.

 

To be the Lead Member for Children
as defined in the Children Act 2004 (both now and as it may be
amended) and in the subsequent guidance from the Government, and to
fulfil all the necessary duties and responsibilities of this
role.

 

To lead on keeping children safe,
reducing child poverty, and supporting families, including early
interventions.

 

To ensure the Council is the best
possible Corporate Parent to children in its care.

 

To lead on excellence in education
for all, including schools.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To be responsible for adult and
community learning.

 

To have responsibility for schools
and the Council’s relationship with schools in the Borough,
seeking innovative improvements to obtain the optimum outcomes for
all children and young people. These responsibilities include, but
not exclusively, relevant executive matters dealt with by the
Children’s Prevention, Family Help and Safeguarding and
Education Commissioning and Inclusion divisions of the Children and
Learning directorate and the Property Management division of the
Supporting Communities directorate but may also include other
matters from time to time such as the appointment or removal of and
partnership with school governors, learning and standards of
achievement in schools and Children’s Centres and school
effectiveness, school organisation matters and planning school
places, schools capital developments and corporate
programme.

 

To be a company director of Camden
Learning.

 

To be responsible for the quality
and performance of traded services to schools, the quality,
commissioning, and performance of schools, contracts: school meals,
school cleaning, policies and strategies on school exclusions and
attendance, Special Educational Needs provision/support services
and policies.

 

To have lead responsibility for
matters relating to the NHS Children Services and the range of
Children's Social Care Services and their commissioning with a
particular focus on safeguarding and promoting the welfare of
children and taking a strategic lead on issues around complex
families in the Borough.

 

To work with the Cabinet Member
for Health, Wellbeing, and Adult Social Care with responsibility
for public health to ensure the best health outcomes for children
and young people in the borough.

 

To have responsibility for the
provision of play services in Camden.

 

For decisions relating to the
removal of school governors, should the Cabinet Member not have
made the initial decision, to receive the recommendation from the
Governors Appeal Panel after an appeal.

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

To be responsible for transport
policy, street maintenance, the public realm, and improvements
projects and programmes relating to the Dartmouth Park Safe and
Healthy Streets Scheme only.

 

Safer
Communities

 

Summary

 

Leading on reducing drug activity,
preventing anti-social behaviour and crime, reducing domestic abuse
and violence, violence against women and girls, and rough
sleeping.

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
ensuring that we do everything we
can to reduce crime and keep our citizens safe;

-         
supporting everyone experiencing
rough sleeping to have a route off the street

-         
reducing and addressing the impact
of anti-social behaviour;

-         
reducing the sale, use, and impact
of illegal drugs in our communities;

-         
delivering the Youth Safety
Taskforce recommendations relating to enforcement and disruption;
and

-         
renewing our target of reducing
domestic abuse and violence and its impacts, identifying early
signs of abuse, and supporting victims as early as
possible;

 

To lead on reducing rough
sleeping.

 

To lead on preventing anti-social
behaviour and crime, and to work collaboratively with the Cabinet
Member for Voluntary Sector, Cohesion, and Equalities who leads
Camden’s Prevent Strategy and work programme on issues of
hate crime and radicalisation.

 

To build effective partnerships
with the Police to identify emerging areas of concern.

 

To lead on Emergency Management
and responding to emergency incidents.

 

To lead on managing the impact of
the night-time economy.

 

To lead on reducing domestic abuse
and violence including keeping children safe from domestic
violence.

 

To lead on reducing violence
against women and girls.

 

To be responsible for the health,
wellbeing, and safety issues that fall within the remit of this
portfolio. In particular, this portfolio includes responsibility
for the Council's approach to illegal drug
activity. 

 

To be responsible for effectively
discharging the Council’s strategic (non-landlord) duties
under legislation in relation to rough sleeping and the effective
stewardship of General Fund budgets associated with these
responsibilities and services.

 

To have responsibility for all
matters within the remit of the Cabinet which relate to community
safety, anti-social behaviour, and emergency planning. These
include, but not exclusively, the executive matters dealt with by
the relevant parts of the Supporting Communities Directorate and
other Directorates but may also include other matters from time to
time.

 

Working with the Cabinet Member
for Best Start for Children and Families, to lead on tackling
domestic and sexual violence, and child sexual
exploitation.

 

To be responsible for the aspects
of the council’s response to HS2 and Euston Station that
engage community safety issues.

 

As Deputy Leader, if for any
reason the Leader is unable to act or the office or the post of
Leader is vacant, to have the authority to act in their
place.

 

Voluntary
Sector, Cohesion, and Equalities

 

Summary

 

Leading on volunteering,
neighbourhood empowerment, promoting health and wellbeing through
sport and leisure; special responsibility for the voluntary and
community sector (VCS), and outcomes-led community work.
 This portfolio includes an overall role in
promoting community cohesion and leading on
equalities.

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
to lead the delivery of the Camden
Diversity Mission focusing on ensuring that those holding positions
of power in Camden are as diverse as our community – and the
next generation is ready to follow; taking primary responsibility
for Mission delivery, partnerships, and collaboration with other
Cabinet Members and Cabinet Advisers;

-         
working with our partners in the
voluntary sector to build a resilient and independent sector,
support social action and the delivery of We Make Camden Missions
and Challenges; and

-         
building a
borough where different communities have opportunities to come
together and celebrate diversity and shared values;
and

-         
working to promote gender equality
in Camden.

 

To lead on volunteering and
neighbourhood empowerment. To lead and have oversight of the
Council's work to deliver services with our communities and in
neighbourhood settings, focusing on bringing together collaborative
partnerships of citizens, the public sector, businesses, and
third-sector groups. This includes working with the Cabinet Member
for Jobs, Young People and Culture to increase active participation
in arts and culture, leading on the use of the Council's buildings,
working with other Cabinet Members to make the most of
collaborative opportunities between the public sector, businesses,
and community groups putting communities and citizens at the heart
of their work.

 

To lead on promoting health and
wellbeing through sport and culture.

 

To lead on tackling
inequality.

 

To Co-Chair the Camden Faith Forum
– convening and bringing together Camden’s faith
partners and faith leaders as part of building and maintaining
cohesion in Camden.

 

To take the strategic lead for the
Council on equality and cohesion and on driving forward the
Council’s work to create an inclusive and equal borough. This
includes work to monitor the Council’s equality performance
and policies and ensuring that the work of other portfolio holders
is effective in promoting equalities.

 

To take the lead on Camden’s
work to prevent radicalisation and reduce hate crime including the
Prevent programme, and No Place for Hate, working collaboratively
with the Cabinet Member for Safer Communities.

 

To work with the Cabinet Member
for Safer Communities, who leads on emergency management, on
incidents which impact community cohesion.

 

To lead on the development and
building of stronger communities, community cohesion, and
resilience.

To be responsible for the health
and safety issues that fall within the remit of this
portfolio. 

 

To have responsibility for all
functions within the remit of the Cabinet which relate to leisure.
To lead on the borough’s sport and physical activity and,
through this, to support outcomes around health inequality and life
expectancy.

 

To have responsibility for the
Coroners Service. 

 

To have lead responsibility within
Camden for Olympics heritage issues.

 

To be responsible for the
strategic relationship with voluntary and community sector
organisations in Camden.

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

Jobs, Young
People and Culture

 

Summary

 

Leading on job creation, creating
opportunities for young people and reducing youth offending. This
includes youth participation, ensuring successful launch into work;
early intervention for adolescence; youth services, youth justice,
and special responsibility for youth violence. Supporting and
promoting Camden's arts, culture, and heritage including our
community and major institutions, and ensuring equal access and
equal opportunity to arts and culture

 

Detail

 

As part of Cabinet to take
responsibility for the delivery of the Missions, challenges and
ambitions of We Make Camden that relate to the portfolio functions
outlined below. In particular by:

 

-         
leading on the Camden Youth
Mission, ensuring that every young person has access to economic
opportunity that enables them to be safe and secure; taking primary
responsibility for Mission delivery, partnerships, and
collaboration with other Cabinet Members and Cabinet
Advisers;

-         
seeking to assist young people who
have grown up locally, or who have strong connections to the
borough, to gain a foothold in Camden and build their lives
here;

-         
preparing young people to be
successful in their working lives via the pathway that is right for
them, whether academic or vocational; and

-         
implementing the recommendations
of the STEAM (Science, Technology, Engineering, Arts, and Maths)
Commission, and supporting young people in Camden to gain the
skills they need to access 21st-century jobs;

-         
helping those furthest from the
labour market into rewarding work as part of overall responsibility
for the Council’s employment and skills programme;

-         
To lead on employment and skills
for the Council including adult apprenticeships in Camden, and
relationships with the Camden Business Board and business
improvement districts. To increase the number of Camden residents
gaining well-paid and decent employment, based on the skills and
vocational training they have gained.

-         
working with the business
community to deliver genuinely inclusive growth that benefits
everyone;

-         
increasing the number of
affordable workspaces in the borough;

-         
preserving and enhancing a culture
of lifelong learning by working with our colleges, employers,
universities, and the voluntary sector, to support citizens to
develop skills and knowledge to access work and opportunities, but
also to continue to enrich their lives and foster individual
wellbeing;

-         
increasing access to
Camden’s cultural and heritage assets and widening the opportunity for all to
participate in, contribute to and enrich the borough’s
cultural life

-         
leading on promoting and
celebrating the arts and culture of Camden, and to lead on
protecting and enhancing Camden’s culture and creativity
working closely with the Camden Cultural Partnership;

 

To lead in creating opportunities
for young people, including youth employment and
apprenticeships.

 

To have responsibility for all
functions within the remit of the Cabinet which relate to
libraries.

 

To lead with regard to those not
in education, employment, or training (NEETS) and employment in the
Borough.

 

To work to ensure the safety of
Camden's young people and implement the recommendations of the
Youth Safety Taskforce, and the Youth Safety Fund.

 

To take a strategic lead for the
Council on employment and skills opportunities for young people,
with particular reference to schemes and support programmes that
will contribute to the We Make Camden objectives and the
facilitating of opportunities, including apprentice
schemes.

 

To take the lead Cabinet role,
working with the Cabinet Member for New Homes and Community
Investment, in working with business to secure apprenticeships for
young people.

 

To support the development of a
Camden Community Wealth Fund, working alongside the Leader, Cabinet
Member for Finance and Cost of Living and Cabinet Member for New
Homes and Community Investment.

 

To have responsibility for all
matters relating to the youth and youth offending services in
Camden.

 

To lead on reducing youth
offending (including youth participation; ensuring successful
launch into work and maximising apprenticeship levy; early
intervention for adolescence; youth services, youth
justice, plus equalities and cohesion including responsibility for
youth violence).

 

To have responsibility for
ensuring that the voice of young people in Camden is heard in the
development of policies and services across the borough.

 

To be responsible for the health
and safety issues that fall within the remit of this
portfolio.

 

To be responsible for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.

 

 

(iv)             
THAT the matters delegated to
individual Cabinet Members will be:-

 

Leader –
noting that the Leader as a matter of law can take any decision
within the remit of the Cabinet as a whole.

 

1.                 
To agree a personal performance
plan for the Chief Executive.

 

2.                 
In consultation with the Executive
Director Children and Learning, to appoint and remove school
governors, should the Cabinet Member for Best Start for Children
and Families decline to do so.

 

3.                 
Having not made the initial
decision to remove a school governor, to decide whether to uphold
that decision after an appeal upon a recommendation from the
Governors Appeals Panel. 

 

4.                 
To approve the payment of new
subscriptions and the termination of existing subscriptions over
£100,000 relating to services provided by Strategy &
Policy Design, Participation, Partnerships & Communications and
Law & Governance Divisions of the Corporate Services
Directorate.

 

5.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the Central Services except for matters that are
settled on the advice of the Council’s insurers.

 

6.                 
To approve restructuring proposals
within the Participation, Partnerships & Communications,
Strategy & Policy Design and Law & Governance Divisions of
the Directorate of Corporate Services involving more than twenty
posts.

 

7.                 
To monitor the performance of
services within the Participation, Partnerships &
Communications, Strategy & Policy Design and Law &
Governance Divisions of the Directorate of Corporate Services
(including monitoring against local and national performance
indicators) and report issues to the Cabinet where
appropriate.

 

8.                 
To consider all contract
monitoring reports relating to the Participation, Partnerships
& Communications, Strategy & Policy Design and Law &
Governance Divisions of the Corporate Services
Directorate.

 

9.                 
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

10.             
To ensure liaison between all
members of the Cabinet in relation to devolution issues.

 

11. To
monitor the strategic implementation, review the impact and the
opportunities for the Council arising from the devolution
agenda.

 

12 To
take responsibility for identifying innovative ways to tackle
inequality, citizen participation and democratic decision making in
Camden. To take responsibility for the policy, strategy and
performance, and strategic oversight of major projects and themes
of the Council, including the implementation of We Make
Camden.

 

13               
Act as the strategic lead on
matters relating to HS2 and Euston Station, and to receive
monitoring reports and agree relevant strategies on the aspects of
the Council’s response to HS2 and Euston Station that relate
solely to this portfolio.

 

14               
To be a member of the North London
Waste Authority, as one of the Council’s representatives, and
to make decisions on behalf of the Council when sitting on the
Authority.

 

15               
To appoint a Senior Coroner as
required under Schedule 3 of the Coroners and Justice Act
2009.

 

16               
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

17               
To maintain an oversight on
matters relating to HS2 and Euston Station, in collaboration with
the Cabinet Member for New Homes and Community
Investment.

 

18               
To be responsible, with the
Cabinet Member for Finance and Cost of Living, for seeking to
protect Camden residents, businesses and other organisations from
the negative impacts of Brexit.

 

19               
To be responsible, with the
Cabinet Member for Health, Wellbeing and Adult Social Care, for
oversight of integrated care systems and development of population
health approaches in Camden and at a sub-regional level.

 

20               
To lead the development of the
Council’s Community Wealth Fund.

 

New Homes and
Community Investment

 

1                   
To act on the Council’s
behalf in relation to all regeneration matters.

 

2                   
To agree relevant strategies in
relation to matters that fall within this portfolio, including
regeneration and place making and oversee how the Council deals
with associated funding streams (including the Community Investment
Programme) in consultation with the Cabinet Member for Finance and
Cost of Living.

 

3                   
To receive monitoring reports and
agree relevant strategies regarding the implementation of the
Council’s Community Investment Programme (CIP).

 

4                   
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) that fall within this portfolio, except for matters that
are settled on the advice of the Council’s
insurers.

 

5                   
To approve restructuring proposals
that fall within this portfolio involving more than twenty
posts.

 

6                   
To monitor the performance of
services that fall within this portfolio (including monitoring
against local and national performance indicators) and reporting
issues to the Cabinet where appropriate.

 

7                   
To consider all contract
monitoring reports that fall within this portfolio.

 

8                   
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

9                   
To receive monitoring reports and
agree relevant strategies relating to protecting mixed communities
and sharing our common wealth, including investment in schools, new
homes, green space and community facilities (including the
Community Investment Programme, regeneration and place
making).

 

10               
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of the We
Make Camden that relate solely to this portfolio.

 

11               
To receive monitoring reports and
agree relevant strategies regarding the regulation of the private
rented sector in Camden, including the short term lets market, to
maximise the availability of affordable, accessible and decent
housing for Camden residents.

 

12               
To receive monitoring reports and
agree relevant strategies in relation to creating vibrant markets
and to lead on promoting vibrant markets and high
streets.

 

13               
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

14               
Working with the Cabinet Member
for Jobs, Young People and Culture, to form part of the leadership
of the Youth Mission to support equitable access to economic
opportunity and entrepreneurship for young people.

 

Better
Homes

 

1.                 
To monitor the housing capital
programme on a quarterly cycle and to agree changes to the Housing
Capital Budget that require no additional funding from corporate
resources. 

 

2.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the relevant housing related parts of the
Property Management and Housing Divisions of the Supporting
Communities Directorate, except for matters that are settled on the
advice of the Council’s insurers.

 

3.                 
To approve restructuring proposals
involving more than twenty posts within the relevant (housing
related) parts of the Property Management and Housing Divisions of
the Supporting Communities Directorate.

 

4.                 
To monitor the performance of
services within the relevant (housing related) parts of the
Property Management and Housing Divisions of the Supporting
Communities Directorate (including monitoring against local and
national performance indicators) and to report issues to the
Cabinet where appropriate.

 

5.                 
To consider all contract
monitoring reports relating to the relevant (housing related) parts
of the Property Management Division and the Housing Division of the
Supporting Communities Directorate.

 

6.                 
To agree freehold and leasehold
(at a premium) acquisitions of property to be held for the purposes
of the Housing Revenue Account or for housing for the homeless or
to determine whether to declare a property held for the same
purposes surplus to requirements and to be disposed of at open
market value, where in both cases the property is valued at
£250k to £2.5M, and where (following consultation with
them) there has been no objection from the Cabinet Member for
Finance and Cost of Living or ward councillors.

 

7.                 
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

8.                 
To consider policy development,
performance monitoring and approving grants (not covered by
existing policy) for private sector housing.

 

9.                 
To have strategic responsibility
for resident safety in Camden.

 

10.             
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

11.             
To receive monitoring reports and
agree relevant strategies on the aspects of the council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

12.             
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

Health,
Wellbeing and Adult Social Care

 

1.                 
To act on the Council’s
behalf in any joint governance arrangements for the delivery or
commissioning of adult social care services with the National
Health Service.

 

2. To
receive reports of any death, serious injury, abuse, allegations of
abuse or any other matters of serious concern in respect of a
client of Adult Social Care services in circumstances which give
cause for concern in relation to the wider service. To consider
reports on incidents where there has been an apparent failure to
protect a client from serious harm.

 

3. To
regularly monitor the joint commissioning arrangements and joint
management of services.

 

4. To
regularly monitor the implementation of the Local Delivery Plan and
the BetterCare, Higher Standards Charter.

 

5. To contribute to the local health
partnership.

 

6. To consider all inspection reports of relevant
local authority facilities.

 

7. To oversee the operation of arrangements to
manage clients’ financial affairs.

 

8 To
hear representations from service users; encouraging innovative
forms of dialogue and access where appropriate and to receive
reports on major surveys of user opinion.

 

9 To
monitor the operation and effectiveness of the adult social care
complaints system and to ensure that the invaluable feedback from
individual complaints provides learning in respect of performance
management and operational matters as part of a quality assurance
process.

 

10 To
oversee the system of “persons in control” and any
arrangements for councillors to visit other social services
facilities, including externally provided ones.

 

11 To
settle legal proceedings and potential legal proceedings over
£100,000 (and those below that threshold where matters of
political sensitivity are concerned) within the Adults and Health
Directorate, except for matters that are settled on the advice of
the Council’s insurers.

 

12 To approve restructuring proposals within the
Adults and Health Directorate.

 

13 To
monitor the performance of services within the Adults and Health
Directorate (including monitoring against local and national
performance indicators) and reporting issues to the Cabinet where
appropriate. This includes monitoring overall, on a regular basis,
the performance of the Adults and Health Directorate against the
performance assessment framework.

 

14               
To consider all contract
monitoring reports within the Adults and Health Directorate,
including services provided by the voluntary sector under service
agreements to the Directorate.

 

15               
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

16               
To monitor the performance of
services (including monitoring against local and national
performance indicators) and reporting issues to the Cabinet where
appropriate which relate to the functions contained within the
adults and health portfolio.

 

17               
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

18               
To receive monitoring reports and
agree relevant strategies on the aspects of the Council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

19               
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

Finance and
Cost of Living

 

1.                 
To approve the payment of new
subscriptions and the termination of existing subscriptions over
£25,000 relating to services provided by the Finance and
Procurement, Digital, Corporate Property, HR, customer and citizen
services and Regulatory Services Divisions of the relevant Council
directorates.  

 

2.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the Finance and Procurement, Digital, Corporate
Property, HR, customer and citizen services and Regulatory Services
Divisions of relevant Council directorates except for matters that
are settled on the advice of the Council’s
insurers.

 

3.                 
To approve restructuring proposals
within the Finance and Procurement, Digital, Corporate Property,
HR, customer and citizen services and Regulatory Services Divisions
of the relevant Council directorates involving more than twenty
posts.

 

4.                 
To approve appropriations of land
and property from one statutory power to another, whether or not
this involves a reallocation of land from one service to another,
in consultation with the Cabinet Member for affected departments
and ward councillors.

 

5.                 
To monitor:

 

i.     
the Council’s property
disposal strategy and programme;

ii.     
action taken by chief officers
under delegated authority in respect of property
matters;

iii.     
work undertaken by the Corporate
Property Management Division, including the property review
programme of work, the performance of the commercial portfolio and
property performance indicators and targets, and the Corporate
Property function;

iv.     
the evaluation criteria to be used
by officers in determining which capital schemes are approved and
are included in the corporate capital programme; and

v.     
the Council’s data
protection policies and data security

 

6.                 
To receive reports from all
departments relating to profiled budget showing actual and accrued
expenditure and to examine reasons for under/over
achievement.

 

7.                 
To monitor the performance of
services within Finance and Procurement, Digital, Corporate
Property, HR, customer and citizen services and Regulatory Services
Divisions of the relevant Council directorates (including
monitoring against local and national performance indicators) and
to report issues to the Cabinet where appropriate.

 

8.                 
To consider all contract
monitoring reports relating to the Finance and Procurement,
Digital, Corporate Property, HR, customer and citizen services and
Regulatory Services.

 

9.                 
To monitor the Council’s
digital inclusion, corporate use of technology, overall
technological strategy and IT investment programmes, including
their effectiveness.

 

10.             
To agree freehold and leasehold
(at a premium) acquisitions of property to be held by the Director
of Property Management or to determine whether to declare a
property held by the Director of Property Management surplus to
requirements and to be disposed of at open market value, where in
both cases the property is valued at £250k to £2.5M, in
consultation with ward councillors and where there has been no
objection from them to it.

 

11.             
To administer the assets of the
Emmanuel Vincent Harris Trust in accordance with guidance from the
Charities Commission and to agree the use of the Emmanuel Vincent
Harris Trust's assets arising from any disposal of the
site.

 

12.             
To act on the Council’s
behalf in relation to all regulatory services including licensing
(in so far as they are not the responsibility of the Licensing
Committee), planning enforcement and street trading within the
Supporting Communities Directorate.

 

13.             
To be responsible, with the Leader
of the Council, for seeking to protect Camden residents, businesses
and other organisations from the negative impacts of Brexit and to
realise positive impacts from any Government initiatives that
foster improved relations with the European Union.

 

14. 
To receive and consider statutory
reports relating to licensing functions including street trading
matters.

 

15.             
To receive monitoring reports and
agree relevant strategies regarding street trading along with the
respective improvement projects and programmes.

 

16.             
To consider and monitor service
changes in response to national initiatives and agencies in
relation to licensing matters including street trading.

 

17.             
To lead on matters relating to
customer and citizens services in Camden and to make
recommendations to the Cabinet/Cabinet Members as
appropriate.

 

18.             
To lead member level local
collective bargaining and dispute resolution on behalf of the
Cabinet.

 

19.             
To monitor the performance of the
Council’s work force strategy.

 

20.             
To be the Cabinet Member with
responsibility for Health & Safety and to consider monitoring
reports relating to health and safety issues which fall within the
remit of this portfolio.

 

21.             
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

22.             
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

23.             
To receive monitoring reports and
agree relevant strategies on the aspects of the council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

Second Deputy
Leader, Planning and a Sustainable Camden

 

1.                   
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) that fall within this portfolio, except for matters that
are settled on the advice of the Council’s
insurers.

 

2.                   
To approve restructuring proposals
that fall within this portfolio involving more than twenty
posts.

 

3.                   
To monitor the performance of
services that fall within this portfolio (including monitoring
against local and national performance indicators) and reporting
issues to the Cabinet where appropriate.

 

4.                   
To consider all contract
monitoring reports that fall within this portfolio.

 

5.                   
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

6.                   
To act as the Council’s Lead
Member for the Planning Forum.

 

7.                   
For the purposes of neighbourhood
planning, to decide whether to agree the boundaries of a new
neighbourhood, amend the boundaries of an existing neighbourhood or
designate the neighbourhood as a ‘business area’ in
cases, where the consultation exercise has revealed no significant
opposition to the proposed boundaries.

 

8.                   
For the purposes of neighbourhood
planning, to decide whether to designate a neighbourhood forum for
a neighbourhood area designated by the Council, in cases where the
consultation exercise has revealed no significant opposition to the
proposed forum.

 

9.                   
To agree neighbourhood planning
and other relevant strategies and oversee how the Council deals
with associated funding streams.

 

10.               
To act on the Council’s
behalf in relation to the North London Waste Plan.

 

11                  
To receive monitoring reports and
agree relevant strategies regarding the Council’s function as
a local planning authority (other than those which are the
responsibility of the Council and its Planning Committee) including
enforcement with reference to planning policies place shaping, the
Local Plan Review, Section 106, Community Infrastructure Levy and
Neighbourhood Planning.

 

12                  
To receive monitoring reports on
the Council’s Parks Policy and agree relevant strategies
regarding the Council’s strategic direction around
parks.

 

13                  
To receive monitoring reports and
agree relevant strategies on cleaner air, greener streets,
increasing recycling and making our communities accessible for all
(including parks, waste management, recycling, transport, street
cleaning, cycling and walking and public conveniences), with the
exception of any matters pertaining to the Dartmouth Park Safe and
Healthy Streets Scheme.

 

14                  
To receive monitoring reports and
agree relevant strategies in relation to the climate emergency,
including working with council services, the wider public sector,
businesses and citizens.

 

15                  
To receive monitoring reports and
agree relevant strategies regarding the Council’s
sustainability policy, including education and communication of the
policy to the Borough.

 

16                  
To receive monitoring reports and
agree relevant strategies on parking policy and
management.

 

17                  
To make major Traffic Management
Orders for controlled parking zones and substantial traffic
management schemes and consider objections to such orders, with the
exception of any matters pertaining to the Dartmouth Park Safe and
Healthy Streets Scheme.

 

18                  
To consider options for controlled parking zones and
substantial traffic management schemes requiring consultation,
together with methods of consultation, with the exception of any
matters pertaining to the Dartmouth Park Safe and Healthy Streets
Scheme.

 

19                  
To agree individual traffic
management schemes for approval where the cost of any one scheme
exceeds £100,000, with the exception of any matters
pertaining to the Dartmouth Park Safe and Healthy Streets
Scheme.

 

20                  
To agree freehold and leasehold
(at premium) acquisitions of property to be held for the purpose of
parks and open spaces or to determine whether to declare a property
held for the same purposes surplus to requirements and to be
disposed of at open market value, where in both cases the property
is valued at £250k to £2.5M, and where (following
consultation with them) there has been no objection from the
Cabinet Member for Finance and Cost of Living and ward
councillors.

 

21                  
To approve priorities and the
programme of individual schemes contained within the Local
Implementation Plan (Interim Transport Plan), including schemes
forming part of London-wide strategic networks, referring to the
Cabinet where appropriate.

 

22                  
To monitor community involvement
schemes for the purpose of street environment
maintenance.

 

23                  
To receive monitoring reports and
agree relevant strategies regarding transport policy, street
maintenance, the public realm, along with the respective
improvements projects and programmes, with the exception of any
matters pertaining to the Dartmouth Park Safe and Healthy Streets
Scheme.

 

24                  
To monitor cross cutting Community
Investment Programme issues relating to sustainability.

 

25                  
To be the Council’s
representative on the London Council’s Transport and
Environment Committee and take decisions on behalf of the Council
as appropriate.

 

26                  
To be a member of the North London
Waste Authority, as one of the Council’s representatives, and
to make decisions on behalf of the Council when sitting on the
Authority.

 

27                  
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

28                  
To receive monitoring reports and
agree relevant strategies on the aspects of the council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

29                  
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

30                  
To lead of matters relating to
animal welfare.

 

31                  
To lead on relationships with the
Camden Town Business Improvement District.

 

32                  
As the Second Deputy Leader if for
any reason neither the Leader nor the Deputy Leader are able to act
to have authority to act in their place

 

Best Start for
Children and Families

 

1.                 
To act on the Council’s
behalf in any joint governance arrangements for the delivery or
commissioning of children’s services with the National Health
Service.

 

2.                 
To regularly monitor the joint
commissioning arrangements and joint management of
services.

 

3.                 
To consider policies and the
monitoring of procedures relating to children with disability or
Special Educational Needs provision within schools and other
establishments.

 

4.                 
To monitor the performance of
relevant services (including monitoring against local and national
performance indicators) and to report issues to the Cabinet where
appropriate, save for the monitoring of services to
schools.

 

5.                 
To consider monitoring reports and
agree relevant strategies on adult community learning and
development of skills.

 

6.                 
To consider monitoring reports and
agree relevant strategy in relation to the Early Years
Service.

 

7.                 
To hear representations from
service users; encouraging innovative forms of dialogue and access
where appropriate and to receive reports on major surveys of user
opinion.

 

8.                 
To receive reports on the
governance arrangements and work of the Local Safeguarding Children
Board.

 

9.                 
To monitor the Children’s
complaints system, and consider any general matters raised by
individual complaints.

 

10.             
To consider governing body
resolutions relating to matters within this element of the
Cabinet’s terms of reference.

 

11.             
To receive reports of any death,
serious injury, abuse, allegations of abuse or any other matters of
serious concern in respect of a client of the Supporting People
Directorate (excluding housing support services, adult social care,
and youth services) in circumstances which give cause for concern
in relation to the wider service. To consider reports on incidents
where there has been an apparent failure to protect a client from
serious harm, including Serious Case Reviews.

 

12.             
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the Children and Learning Directorate except for
matters that are settled on the advice of the Council’s
insurers.

 

13.             
To approve restructuring proposals
within the Children and Learning Directorate (other than those for
staff within our Community Schools and excluding housing support
services, adult social care and youth services) involving more than
twenty posts.

 

14.             
To consider all contract
monitoring reports relating to the Children and Learning
Directorate (excluding housing support services, adult social care
and youth services).

 

15.             
To agree freehold and long
leasehold (at premium) acquisitions of property to be held for the
purposes of schools (including nurseries and playing fields), to
determine whether to declare a property held for the same purposes
surplus to requirements and to be disposed of at open market value,
where in both cases the property is valued at £250k to
£2.5M and there has been no objection from the Cabinet Member
for Finance and Cost of Living or ward Councillors.

 

16 To
agree the procurement strategy, award and waiver of Contract
Standing Orders for revenue and capital contracts that fall within
this portfolio, as set out in the Council’s Contract Standing
Orders.

 

17 To
approve policies and the monitoring of procedures relating to
pupils’ attendance and exclusions.

 

18 To
approve policies relating to school and pupil attainment and
monitor the effectiveness of those policies.

 

19               
To consider matters relating to
school improvement and effectiveness.

 

20 To
approve curriculum related grants.

 

21 To
approve changes in eligibility criteria for forms of assistance
provided by the Council for pupils in schools.

 

22.             
To consider matters relating to
pupil referral units.

 

23               
To consider inspection reports on
schools and children centres.

 

24               
To consider action plans arising
from inspection reports and any subsequent reviews.

 

25               
To receive reports on the
performance of schools and the review of the protocol as it affects
headteachers, governors, officers and members.

 

26               
To monitor part of contracts held
on behalf and schools e.g. school meals, school buildings, cleaning
etc.

 

27               
To monitor the performance of
services to schools (including monitoring against local and
national performance indicators) and reporting issues to the
Cabinet where appropriate.

 

28               
To be a company director of Camden
Learning.

 

29               
To appoint to and remove
representatives from school governing bodies.

 

30               
Having not made the initial
decision to remove a school governor, to decide whether to uphold
that decision after an appeal upon a recommendation from the
Governors Appeals Panel.

 

31               
To receive reports on the
operation of the Council’s approach to dealing with the needs
of complex children and their families.

 

32 To
receive monitoring reports and agree relevant strategies on the
delivery of the aspects of We Make Camden that relate solely to
this portfolio.

 

33 To
receive monitoring reports and agree relevant strategies on the
aspects of the Council’s response to HS2 and Euston Station
that relate solely to this portfolio.

 

34               
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

35               
To receive monitoring reports and
take decisions to matters relating to transport policy, street
maintenance, the public realm and improvements projects and
programmes relating to the Dartmouth Park Safe and Healthy Streets
Scheme only.

 

Deputy Leader
and Safer Communities

 

1.                 
To approve restructuring proposals
involving more than twenty posts which relate to the functions
contained within this portfolio.

 

2.                 
To monitor the performance of
services (including monitoring against local and national
performance indicators) and report issues to the Cabinet where
appropriate which relate to the functions contained within this
portfolio.

 

3.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the remit of the portfolio except for matters
that are settled on the advice of the Council’s
insurers.

 

4.                 
To lead on, and ensure liaison
between, all members of the Cabinet on, community safety,
anti-social behaviour and emergency planning issues.

 

5.                 
To lead on preventing anti-social
behaviour and crime, working collaboratively with the Cabinet
Member for Voluntary Sector, Cohesion and Equalities who leads
Camden’s Prevent Strategy and work programme on issues of
hate crime and radicalisation.

 

6.                 
To lead on the Council’s
approach to substance misuse and reducing the sale, use and impact
of illegal drugs in our communities.

 

7.                 
To lead on reducing domestic abuse
and violence, and violence against women and girls.

 

8.                 
To act on the Council’s
behalf in relation to any Community Safety Partnership issues with
regard to Community Safety, preventing anti-social behaviour, hate
crime (excluding domestic violence) and emergency planning matters
generally.

 

9.                 
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders. To consider all
contract monitoring reports relating to the functions contained
within this portfolio.

 

10.             
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

11.             
To receive monitoring reports and
agree relevant strategies in relation to reducing rough sleeping,
and to monitor the stewardship of General Fund budgets associated
with the Council’s strategic (non-landlord) duties under
homelessness and related legislation in relation to rough
sleeping.

 

12.             
To receive monitoring reports and
agree relevant strategies in relation to managing the impact of the
nighttime economy.

 

14.            
To receive monitoring reports and
agree relevant strategies on the aspects of the council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

15.            
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

16.            
To decide whether to impose a
Public Space Protection Order affecting between 1 and 4 wards (the
extension of such an order, or the imposition or extension of an
order affecting a specific place, being delegated to the Executive
Director Supporting Communities in consultation with the Cabinet
Member for Safer Communities.)a

 

17.            
As Deputy Leader, in consultation
with the Executive Director Children and Learning to appoint and
remove School Governors should the Cabinet Member for Best Start
for Children and Families decline to do so.

 

18.            
As Deputy Leader, having not made
the initial decision to remove a school governor, to decide whether
to uphold that decision after an appeal upon a recommendation from
the Governors Appeals Panel.

 

19.            
As Deputy Leader, if for any
reason the Leader is unable to act or the office or the post of
executive leader is vacant, to act in the Leader’s
place.

 

Voluntary
Sector, Cohesion and Equalities

 

1.                 
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

2.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) except for those matters that are settled on the advice
of the council’s insurers, which relate to the functions
within this portfolio.

 

3.                 
To approve restructuring proposals
involving more than twenty posts which relate to the functions
contained within this portfolio.

 

4.                 
To monitor the performance of
services (including monitoring against local and national
performance indicators) within this portfolio and reporting issues
to the Cabinet where appropriate.

 

5.                 
To consider all contract
monitoring reports relating to this portfolio.

 

6.                 
To consider monitoring reports and
agree relevant strategies on the following matters;

 

•        
Leisure and Sport, including
promoting health & wellbeing through sport and
culture

•        
Voluntary and Community Sector,
including volunteering & neighbourhood participation and
empowerment

•        
Olympic Heritage Issues

 

7.                 
To monitor the strategic
implementation and review the impact of the Council’s
strategies and duties arising from equalities
legislation.

 

8.                 
To ensure liaison between all
members of the Cabinet in relation to equalities outcomes
issues.

 

9.                 
To receive reports on the
development and building of stronger communities, community
cohesion and resilience and the work with the Cabinet Member for
Safer Communities, who leads on emergency management, on incidents
which impact community cohesion.

 

10 To
lead on Camden’s work to prevent radicalisation and reduce
hate crime, including the Prevent programme and No Place for Hate,
working collaboratively with the Cabinet Member for Safer
Communities.

 

11 To
consider monitoring reports and agree relevant strategies in
relation to the Coroners Service.

 

12. To
receive monitoring reports and agree relevant strategies in
relation to   voluntary and community sector organisations
in Camden.

 

13. To
receive monitoring reports and agree relevant strategies on the
delivery of the aspects of We Make Camden that relate solely to
this portfolio.

 

14. To
receive monitoring reports and agree relevant strategies on the
aspects of the council’s response to HS2 and Euston Station
that relate solely to this portfolio.

 

15. To
consider monitoring reports relating to health and safety issues
which fall within the remit of this portfolio.

 

16.             
To maintain oversight of the
Council’s work to deliver services with our communities and
in neighbourhood settings, focusing on bringing together
collaborative partnerships of citizens, the public and private
sector and third sector groups.

 

Jobs, Young
People and Culture

 

1.                 
To settle legal proceedings and
potential legal proceedings over £100,000 (and those below
that threshold where matters of political sensitivity are
concerned) within the remit of this portfolio, except for matters
which are settled on the advice of the council’s
insurers.

 

2.                 
To lead on issues regarding the
Youth Council and to be the young people’s voice in the
development of policies and services in the Council.

 

3.                 
To approve restructuring proposals
within the youth service of the Children and Learning Directorate
involving more than twenty posts.

 

4.                 
To act on the Council’s
behalf in relation to all job creation and economic development
matters, including relationships with the Camden Business Board and
Business Improvement Districts, with the exception of matters
relating to the Camden Town Unlimited Business Improvement
District.

 

5.                 
To monitor and promote employment
and skills, including adult apprenticeships, in Camden in order to
increase the number of Camden residents gaining well paid and
decent employment based on the skills and vocational training that
they have gained.

 

6.                 
To receive monitoring reports and
agree relevant strategies regarding the Council’s adult
apprenticeship programme.

 

7.                 
To monitor the performance of
services (including monitoring against local and national
performance indicators) within this portfolio and reporting issues
to the Cabinet where appropriate.

 

8.                 
To consider all contract
monitoring reports relating to this portfolio.

 

9.                 
To agree the procurement strategy,
award and waiver of Contract Standing Orders for revenue and
capital contracts that fall within this portfolio, as set out in
the Council’s Contract Standing Orders.

 

10.             
To monitor the performance of
services (including monitoring against local and national
performance indicators) and report issues to the Cabinet where
appropriate which relate to the functions contained within this
portfolio.

 

11.             
To receive monitoring reports and
agree relevant strategies regarding youth employment and
apprenticeships.

 

12.             
To receive monitoring reports and
agree relevant strategies regarding tourism in the
borough.

 

13.             
To lead on increasing active
participation in arts and culture.

 

14.             
To consider monitoring reports and
agree relevant strategies on the following matters;

 

-         
Skills training development and
vocational learning/employment for young people maximizing
opportunities

-         
Those not in education, employment
or training (NEETS) and employment for young people in the
Borough

-         
Youth and Youth offending in
Camden

-         
Camden’s Youth Safety
Fund

-         
Equalities and cohesion

-         
Libraries

-         
Culture and Arts, including the
Camden Cultural Partnership

-         
Heritage

 

15.             
To receive monitoring reports and
agree relevant strategies on the delivery of the aspects of We Make
Camden that relate solely to this portfolio.

 

16.             
To receive monitoring reports and
agree relevant strategies on the aspects of the council’s
response to HS2 and Euston Station that relate solely to this
portfolio.

 

17.             
To consider monitoring reports
relating to health and safety issues which fall within the remit of
this portfolio.

 

(v)               
THAT the Cabinet Terms of
Reference will be:

 

The Leader may personally
discharge any Cabinet functions or may (without prejudice to his or
her continued power to so discharge) make arrangements for their
discharge by the Cabinet, another member of the Cabinet, a
Committee of the Cabinet or an officer of the authority. Where
matters are to be discharged by the Cabinet they may (unless the
Leader otherwise directs) delegate those matters to a committee of
the Cabinet or to an officer. Where matters are to be discharged by
a Cabinet Member then unless the Leader otherwise directs, they may
delegate those matters to an officer.

 

The Cabinet shall have
responsibility for the following:

 

1.     
To exercise all the
Council’s executive functions even if not expressly set out
in this part of the Constitution.

 

2.     
To formulate the Council's overall
policy objectives and priorities, recommending them to the Council
for approval where appropriate and their coordination and
implementation with particular reference to the functions of the
relevant directorates and departments.

 

3.     
To have responsibility for the
Council's revenue and capital budgets, including the Housing
Revenue Account, ensuring effective financial control and the
achievement of value for money, within the provisions of Financial
Standing Orders and recommending the budget to Council where
appropriate.

 

4.     
To determine the authority's
strategies and programmes in relation to the policy and budget
framework set by the Council.

 

5.     
To encourage and promote the
environmentally sustainable development and regeneration of the
borough and its wellbeing and the health of the
population.

 

6.     
To ensure that the Council is in a
position to effectively respond to local, national, regional and
wider change and policy developments.

 

7.     
To adopt or amend planning briefs
and guidelines for the development of sites in the borough and
conservation area statements.

 

8.     
To respond to consultation
exercises or notices of intent by external authorities where they
relate to strategic issues pertaining to the Council’s role
as the Local Planning Authority.

 

9.     
To have responsibility for the
Council’s role as corporate parent.

 

10. 
To have responsibility for all
matters relating to the National Health Service (NHS), including
the consideration and review of NHS policies insofar as they affect
the borough and in particular to have responsibility for joint care
planning and liaison with the appropriate health authorities,
including those related to the Clinical Commissioning Groups and
NHS England and the Mental Health and Social Care Trust and for
oversight of arrangements of joint funding streams.

 

11. 
To have responsibility for
agreeing and monitoring policies to tackle poverty and other
inequalities, to promote social cohesion and social inclusion and
to counter harassment or discrimination across Camden.

 

12. 
To oversee and promote initiatives
on best value across the Council and to consider and promote
strategic and Council-wide initiatives to improve the quality,
efficiency and effectiveness of the Council's services to the
public.

 

13. 
To be responsible for ensuring
that effective performance management arrangements and frameworks
are in place,

 

14. 
To have oversight of land and
property resources, to determine priorities in the use of these
resources, and take any other action necessary to achieve those
objectives, including having overall responsibility for
acquisitions and disposal of any interest in land, buildings or the
real and leasehold property of the Council and responsibility for
land and property used for operational purposes.

 

15. 
To have responsibility for all
matters relating to the Council's finances, including financial
administration and contracting and to receive the annual external
audit management letter.

 

16. 
To have responsibility for the
Council’s corporate procurement policies

 

17. 
To have responsibility for the
Council’s corporate communication strategies.

 

18. 
To have responsibility for
emergency planning and civil defence.

 

19. 
To oversee and take responsibility
for effective joint work with partner agencies.

 

20. 
To affiliate to and appoint
representatives to outside bodies and to make the Authority's
appointments to school and college governing bodies and other
bodies.

 

21. 
To have responsibility for the
maintenance of the Council's archives.

 

22. 
To delegate to appropriate
sub-committees of the Cabinet and chief officers and to receive
regular information reports from them with particular reference to
value for money; efficiency, service development; client/customer
service and performance; and the performance and achievement of
equalities objectives.

 

23. 
Agree a schedule of time-periods
for the submission of expressions of interest for individual
council services under the community right to challenge provision
of the Localism Act.

 

General Matters
Reserved for Collective Cabinet Decision

 

1.    
To formulate the Council's overall
policy objectives and priorities, recommending them to Council for
approval where appropriate. These include, but not exclusively the
Community Strategy, the Community Safety Strategy, the Children and
Young Peoples Strategy, Development Plan/Local Development
Documents, Local Implementation Plan, external communications
strategy, strategies in relation to regeneration and social
inclusion, consultation, capacity building and active
citizenship.

 

2.    
To consider the annual estimates
of revenue expenditure and income and the Treasury Policy
Statement, and make recommendations to the Council on the setting
of the Council Tax Base and Council Tax.

 

3.    
To agree the annual budget for
income and expenditure including the overall Capital Investment
Strategy, the Housing Revenue Account estimates and rents and,
subject to decision by exception, the fixing of an annual maximum
percentage increase in charges and the allocation of budgets to
departments, recommending these to Council where
appropriate.

 

4.    
To determine and oversee the
authority's strategies and programmes in relation to the policy and
budget framework set by the Council, including the priority,
co-ordination and implementation of those policies.

 

5.    
To agree the Council’s
corporate approach and framework for best value including the role
of Members and to oversee and promote other Council-wide
initiatives to improve the quality, efficiency and effectiveness of
the Council's services to the public.

 

6.    
To recommend any corporate cross
cutting plans to Council.

 

7.    
To agree the Council’s
corporate procurement policies.

 

8.    
To agree the Council’s
policies on equalities, discrimination and harassment, recommending
them to Council where appropriate and to monitor them.

 

9.    
To approve plans and strategies in
relation to the provision of services, and regular monitoring of
service performance with particular reference to value for money,
efficiency, service implementation and development; client/customer
service and performance and the performance and achievement of
equalities objectives.

 

10.
To consider external reviews of
the performance of services.

 

11.
To agree joint work with partner
agencies and to monitor the effectiveness of those
arrangements.

 

12.
To receive reports on significant
issues arising from the Council’s role as corporate
parent.

 

13.
To agree the reduction or
cessation of any service and any major changes in service levels or
method of delivery.

 

14.
To agree the award of grants of
over £100,000 in any one year, the award of any grant up to
£25,000 per year being delegated to the relevant Executive
Director or Director of Health and Wellbeing and between
£25,000 and £100,000 per year being delegated to the
relevant Executive Director or Director of Health and Wellbeing in
consultation with the relevant Cabinet Member. 

 

15.
To agree to any single award to a
voluntary or community sector organisation above the cap agreed by
Cabinet for such awards as part of the Voluntary and Community
Sector investment programme. The power to withdraw grant within the
original grant term originally awarded by the Cabinet or in
consultation with Cabinet Members, shall be delegated to the
relevant Executive Director or Director of Health and Wellbeing in
consultation with the relevant Cabinet Member.

 

16.
To agree the establishment of new
schools or other education establishments and the expansion of any
existing schools and establishments, in particular where this
includes the publication of any statutory notices or
approval.

 

17.
To approve matters relating to the
Greater London Authority (GLA) and other regional bodies as they
affect Cabinet functions relating to environmental
matters.

 

18.
To consider responses to external
authorities where they relate to strategic highways improvements or
traffic or parking management having a major impact on
transportation within the borough.

 

19.
To take decisions on the Council's
finances; such functions include, but are not limited to, the
following:

 

a)     
significant issues arising from
budgetary control;

b)     
establishment of long and short
term capital and revenue programmes and allocations of both capital
and revenue expenditure to all services;

c) financial planning;

d) significant changes to insurance
arrangements;

e) the
Council's borrowing and investment policy (for recommendation to
Council);

f) presentation of final accounts;

g) budget revisions; and

h)  recovery of debt

 

20.
To receive the annual external
audit management letter.

 

21.
To agree major changes to existing
and new employment policies.

 

22.
To agree acquisitions of property
(both freeholds, and leaseholds at a premium) or to determine whether to declare a property
surplus to requirements and to be disposed of at open market value,
where, in both cases either:

 

a)     
the property is valued at
£2.5m and above; or

b)     
where there are politically
sensitive, controversial or cross-cutting implications whatever the
value, in consultation with ward councilors; or

c)     
where the property is valued at
under £2.5m and there has been an objection from the Cabinet
Member for Finance and Cost of Living or ward
councillors

 

23.
To approve all disposals at less
than best consideration, save for disposals of residential
properties and sites to Registered Social Landlords, in accordance
with the policy and financial framework prepared by Executive
Director Supporting Communities in consultation with the Executive
Director Corporate Services and Director of Property
Management.

 

24.
To approve the Housing Strategy
statement and Community Safety strategy, recommending these to
Council where appropriate.

 

25.
To agree the Children and Young
People’s Plan, recommending it to Council for approval where
necessary.

 

26.
To determine the procurement
strategy for all revenue contracts as set out in Council’s
Contract Standing Orders. Such determination to include decisions
on the criteria and methodology to be adopted in the tendering
process.

 

27.
Further for contracts falling
within the said parameters in paragraph 26, to waive Contract
Standing Orders.

 

28.
For capital and revenue contracts
in excess of the values set out in the Council’s Contract
Standing Orders or those with Private Finance Initiative content or
involving the in-sourcing or outsourcing of more than 20 employees
(not including those employed in community schools) to agree the
key stages of the procurement and award of the contract and any
novation of the contract.

 

29.
To delegate to appropriate
sub-committees of the Cabinet or to Chief Officers and to receive
information reports from them as agreed by the Cabinet from time to
time.

 

30.
To affiliate to and appoint
representatives to outside bodies, where appropriate.

 

31.
For the purposes of neighbourhood
planning, to decide whether to agree the boundaries of a new
neighbourhood, amend the boundaries of an existing neighbourhood or
designate the neighbourhood as a ‘business area’ in
cases where the consultation exercise has revealed significant
opposition to the proposals.

 

32.For the purposes of
neighbourhood planning, to decide whether to designate a
neighbourhood forum for a neighbourhood designated by the Council
in cases where the consultation exercise has revealed significant
opposition to the proposed forum.

 

33.To decide whether to accept,
reject or accept with modification a legally compliant expression
of interest submitted under the Community Right to Challenge
provisions of the Localism Act 2011 in relation to service(s)
employing 20 or more staff and/or with a cost of service of over
£2m annually.

 

34. To
determine whether or not to impose or extend a borough-wide Public
Space Protection Order.

 

General

 

(vi)             
THAT, while the above are the
legal and constitutional explanations of the relevant portfolios,
authority be delegated to the Borough Solicitor to prepare
summaries of those responsibilities for publication on the
Council’s website.

 

(vii)            
THAT otherwise the Cabinet terms
of reference and Leader/Cabinet decision-making remains unchanged
and that all matters not reserved to the Cabinet and its members
are delegated to officers.

 

Associate Cabinet Members

 

(viii)          
THAT the following councillors be
appointed as Associate Cabinet Members:

 

•        
Councillor Nanouche Umeadi as Associate Cabinet Member
for Educational Inequalities

•        
Councillor Lorna Greenwood as
Associate Cabinet Member for Leaseholders

 

Cabinet Advisers

 

(ix)             
THAT the following councillors be
appointed as Cabinet Advisers until 31st
July 2025, in the following
areas:

 

•        
Councillor Edmund Frondigoun as
Cabinet Adviser on resident engagement on anti-social behaviour and
community safety, working with the Cabinet Member for Community
Safety

•        
Councillor Anna Burrage as Cabinet
Adviser on low carbon environments working with the Cabinet Member
for Planning and a Sustainable Camden

 

Health and Wellbeing Board

 

(x)               
THAT the following councillors be
appointed to the Health and Wellbeing Board:-

 

•        
The Leader of the
Council

•        
Cabinet Member for a Health,
Wellbeing, and Adult Social Care

•        
Cabinet Member for Best Start for
Children and Families

 

Champions

 

(xi)             
THAT the following Champions be
appointed and for all roles authority be delegated to the Director
of Strategy, Design and Insight, in consultation with the Leader,
to prepare and publish job descriptions for those roles and to
supply from time to time details of appropriate training
opportunities for champions in their respective areas:

 

1.     
Armed Forces Champion - Councillor
Heather Johnson

2.     
Cycling Champion - Councillor
Julian Fulbrook

3.     
Young People’s Champion
– vacant

4.     
Heritage Champion –
vacant

5.     
Gender Equality Champion - Helene
Reardon Bond

6.     
LGBTQ+ Champion – Councillor
Rishi Madlani

7.     
Champion for Tackling Violence
Against Women and Girls – Councillor Patricia
Leman

8.     
Champion for Tackling Rough
Sleeping – Councillor Richard Cotton

 

(xii)            
THAT the following Champions, who
will also be members of the Disability Oversight Panel, be
appointed:

 

9.     
Carers Champion and Older
People’s Champion (Chair) - Councillor Larraine
Revah

10. 
Learning Disability and Hidden
Disability Champion– Councillor Kemi Atolagbe
(Vice-Chair)

11. 
Physical Disability Champion
– Councillor Anna Burrage

12. 
Mental Health Champion -
Councillor Lorna Greenwood

13. 
Deaf & Hard of Hearing
Champion – vacant

14. 
Blind & Visually Impaired
Champion – Councillor Judy Dixey

 

Disability Oversight Panel

 

(xiii)          
THAT the Disability Oversight
Panel be established with the following terms of
reference

 

Role
of the Disability Oversight Panel

 

The purpose of the Panel which
will meet up to three times a year to:

 

•        
Discuss key issues for different
groups of disabled residents that the Equality Champions have
identified through their individual roles following engagement and
networking across Camden during the preceding year.

•        
Hear directly from service users
as to their experiences and any recommendations

•        
Hear from appropriate experts
including but not limited to the Centre for Independent
Living

•        
To support councillor Champions to
be effective in their role

•        
Identify issues and areas of
exploration to pass to the Joint Chairs of Scrutiny meeting so that
key issues for those groups can be considered for regular inclusion
on the agendas of the Council's formal scrutiny committees and
consideration of such issues forming the basis for relevant panel
work by the committees.

•        
Consider further individual
liaison with the Chairs of the relevant Scrutiny Committee to
ensure that disabled residents are involved in the scrutiny of
relevant issues on the agendas to the Council’s scrutiny
committees.

•        
Consider whether other
recommendations should be made to other parts of the Council, in
particular concerning decision-making which impacts disabled
residents

•        
Review progress and work
undertaken during the year

 

Note that the Panel will seek to
ensure that it provides oversight on all disabilities and not just
those listed under the responsibility of the champions identified
above’

 

Membership

 

The Disability Oversight
Panel’s membership shall consist of the Equality Champions
appointed by the Leader of the Council each year after the annual
meeting of the Council and nominated to the working group by him or
her.

 

Chair
and Vice Chair

 

To be appointed by the Leader on
an annual basis.

 

Resources

 

The Council will service up to
three meetings a year. This agreement relates to the preparation of
an agreed agenda, formal minute-taking, and facilitating the Panels
links to the rest of the Council as appropriate.

 

Note: The Panel will be in
addition to the work the Equality Champions undertake during the
year with regard to their particular areas.

 

Housing and Fire Safety Advisory Panel

 

(xiv)         
THAT the following councillors be
appointed to the Housing and Fire Safety Advisory
Panel:-

 

•        
Cabinet Member for Better Homes
(Cllr Abdi-Wali)

•        
Chair of the Housing Scrutiny
Committee (Cllr Atolagbe)

•        
Leader of the Liberal Democrat
Group (Cllr Simon)

•        
Leader of the Conservative Group
(Cllr Adams)

•        
Green Councillor (Cllr
Russell)

•        
Two other councillors (Cllrs
Burrage and Callaghan)

 

(xv)           
THAT the body be renamed the
Housing Fire and Building Safety Panel.

 

North London Waste Authority

 

(xvi)         
THAT the following councillors be
appointed to serve on the North London Waste Authority:

 

•        
Cabinet Member for Finance and
Cost of Living

•        
Cabinet Member for Planning and a
Sustainable Camden

 

London Councils Joint Committees

 

(xvii)        
THAT the following councillors be
appointed to London Councils joint committees

 

•        
Leader’s Committee –
Councillor Richard Olszewski

•        
Transport and Environment
Committee – Councillor Adam Harrison, Cabinet Member for
Planning and a Sustainable Camden. Deputies - Councillors Nasrine
Djemai, Sagal Abdi-Wali and Camron Aref-Adib

•        
Grants Committee –
Councillor Nadia Shah, Cabinet Member for Voluntary Sector,
Equalities and Cohesion. Deputies – Marcus Boyland, Sabrina
Francis and Sagal Abdi-Wali

 

Delegation to the Borough Solicitor

 

(xviii)      
THAT authority be delegated to the
Borough Solicitor, in consultation with the Leader of the Council,
to make all necessary amendments to the Constitution.

 

 

Reasons

For the reasons set out in the
report.