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 be appointed 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 Richard Olszewski
 
·     
Cabinet Member for Best Start
for Children and Families – Councillor Marcus
Boyland
 
·     
Cabinet Member for Young
People and Culture – Councillor Sabrina Francis
 
·     
Cabinet Member for New Homes,
Jobs and Community Investment – Councillor Danny
Beales
 
·     
Cabinet Member for Voluntary
Sector, Equalities, and Cohesion – Councillor Nadia
Shah
 
·     
Cabinet Member for a
Sustainable Camden – Councillor Adam Harrison
 

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

 
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. Given their long-term significance, to retain
oversight of the Council maintaining financial stability and
resilience as an organisation, High Speed
2 and the Council’s approach to addressing
inequality in the Borough.
 
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:
 
-       
To
lead the delivery of We Make Camden and creating a
Missions-oriented organisation and work with Cabinet
collectively on the delivery of the We Make Camden Missions,
challenges and ambitions;
-       
To
have oversight of our work to share power with our communities
– opening up the Council so all citizens can have a say and
working with citizens and communities to shape and deliver
services;
-       
To
take a lead on developing strategic and Missions-oriented
partnerships in the Borough;
-       
Helping to make Camden a home of innovation and creativity,
where we learn together, and lead the Council’s work to test
new ideas to tackle inequality, injustice and complex
challenges;
-       
Leading the development of our Community Wealth Fund to
unlock our wider Camden resources to deliver our We Make Camden
ambitions and missions;
-       
Ensuring 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 the
strategic lead being the Cabinet Member for New Homes, Jobs and
Community Investment and with each Cabinet Member
being responsible for delivery within their portfolios of relevant
aspects of the project.
 
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 commonwealth are shared through
our Missions-oriented approach and lead the development of a
Community Wealth Fund, working alongside the Cabinet Member for
Finance and Cost of Living and the Cabinet Member for
New Homes, Jobs, and
Community Investment.
 
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, Jobs, and Community
Investment
 
 
Leading on job creation, protecting mixed communities, and
sharing our common wealth including investment in new
homes, schools, green space, and community facilities (including
planning, Community Investment Programme, regeneration,
place-making, supporting an inclusive economy and jobs and acting
as the Cabinet strategic lead on HS2). The portfolio includes
special responsibility for creating vibrant markets.
 
 
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;

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

-      
work for an inclusive economy through promoting a good work
standard and supporting businesses that invest in
communities;

-      
increasing the number of affordable workspaces in the
borough;

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

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

-      
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;

-      
working with the Cabinet Members for Young People and Culture
as part of the leadership of the Youth Mission to support equitable
access to economic opportunity and entrepreneurship for young
people;

-      
leading our work to promote vibrant markets and high
streets.
 
To have responsibility for functions within the remit of
the Cabinet which relate to the development of an inclusive
economy, including job creation in Camden, as well as the planning
service.
 
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 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.
 
To lead in protecting mixed communities including
investment in schools, new homes, green space, and community
facilities, (including planning, Community Investment Programme,
regeneration, and place-making).
 
To support the development of a Camden Community Wealth
Fund, working alongside the Leader and Cabinet Member for Finance
and Cost of Living.
 
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. 
 
To have responsibility for the North London Waste
Plan. 
 
To take the overall strategic lead on HS2 and Euston
Station and well as to have specific responsibility for the aspects
of the Council’s response to HS2 and Euston Station that fall
within these portfolio responsibilities.
 
Better Homes
 
 
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).
 
 
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 neighborhoods 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
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.
 
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
 
 
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).
 
 
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 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
 
 
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
lead).
 
 
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:
 
-      
design services focused on residents and their
needs;
-      
ensure strong financial management; and
-      
strive 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
increasing 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;
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 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 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 and Cabinet Member for New Homes,
Jobs 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 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 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 relates 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 one of the Council’s representatives on the
North London Waste Authority.
 
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.
 
A Sustainable Camden
 
 
Leading to 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).
 
 
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;
-      
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 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 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
 
 
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.
 
 
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.
 
Safer Communities
 
 
Leading on reducing drug activity, preventing anti-social
behaviour and crime, reducing domestic abuse and violence, violence
against women and girls, and rough sleeping.
 
 
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
 
 
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 – including working to support our refugee
communities and the Council’s work to become a Borough of
Sanctuary.
 
 
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;

-      
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 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
radicalization 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.
 
Young People and
Culture
 
 
Leading on 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
 
 
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.
-      
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,
Jobs and Community Investment, in working
with business to secure apprenticeships for young
people.
 
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.

 

 13    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.

 

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

 

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

 

16     To maintain an
oversight on matters relating to HS2 and Euston Station, the
strategic lead being the Cabinet Member for New Homes,
Jobs and Community Investment.

 

17     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.

 

18     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.

 
19.
   To lead the development of the
Council’s Community Wealth Fund.

 
 

New Homes, Jobs 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 economic growth, planning,
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 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.
 

10     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 planning, the Community Investment Programme,
regeneration and place making).

 

11      
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.

 

12      
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.
 
13      
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.
 
14      
To work for an inclusive economy through promoting a good
work standard and supporting businesses that invest in
communities.

 

15      
To receive monitoring reports and agree relevant strategies
regarding the Council’s adult apprenticeship
programme.

 

16      
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.

 

17      
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.

 

18      
To agree neighbourhood planning and other relevant strategies
and oversee how the Council deals with associated funding
streams.
 

19      
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.

 

20      
To act as the Council’s Lead Member for the Planning
Forum.
 
21      
To act on the Council’s behalf in relation to the North
London Waste Plan.
 

22      
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.
 
23      
To receive monitoring reports and agree relevant strategies
in relation to creating vibrant markets and to lead on promoting
vibrant markets and high streets.
 
24      
To consider monitoring reports relating to health and safety
issues which fall within the remit of this portfolio.
 
25      
Working with the Cabinet Member for 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.
 
20      
To Chair the Camden Health and Wellbeing Board.

 
 

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 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.

 
13      
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.
 

14     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.
 
15.     
To receive and consider statutory reports relating to
licensing functions including street trading matters.

 

16.     
To receive monitoring reports and agree relevant strategies
regarding street trading along with the respective improvement
projects and programmes.

 
17.     
To consider and monitor service changes in response to
national initiatives and agencies in relation to licensing matters
including street trading.
 

18.     
To lead on matters relating to customer and citizens
services in Camden and to make recommendations to the
Cabinet/Cabinet Members as appropriate.
 

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

 

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

 

21     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.
 
22      
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.
 
23      
To receive monitoring reports and agree relevant strategies
on the delivery of the aspects of We Make Camden that relate solely
to this portfolio.

 
24      
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.
 
25      
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.

 

 

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

 
7.        
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.
 
8.        
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.

 

9.        
To receive monitoring reports and agree relevant strategies
regarding the Council’s sustainability policy, including
education and communication of the policy to the
Borough.

 
10.     
To receive monitoring reports and agree relevant strategies
on parking policy and management.
 

11.     
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.

 

12.     
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.

 

13.     
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.
 

14.     
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.
 

15.     
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.

 
16.     
To monitor community involvement schemes for the purpose of
street environment maintenance.
 
17.     
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.

 
18.     
To monitor cross cutting Community Investment Programme
issues relating to sustainability.

 
19.     
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.

 
20.     
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.

 
21.     
To receive monitoring reports and agree relevant strategies
on the delivery of the aspects of We Make Camden that relate solely
to this portfolio.

 
22.     
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.

 
23.     
To consider monitoring reports relating to health and safety
issues which fall within the remit of this portfolio.
 
24.     
To lead of matters relating to animal welfare.
 
25.     
To lead on relationships with the Camden Town Business
Improvement District
 
26.     
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.

 

 

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
behavior 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 behavior,
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.
 

 

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 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 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.

 
7.        
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.

 
8.        
To receive monitoring reports and agree relevant strategies
regarding youth employment and apprenticeships.
 
9.        
To receive monitoring reports and agree relevant strategies
regarding tourism in the borough.
 
10.     
To lead on increasing active participation in arts and
culture.

 
11.     
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
 

12.     
To receive monitoring reports and agree relevant strategies
on the delivery of the aspects of We Make Camden that relate solely
to this portfolio.

 

13.     
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 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. In particular to
agree the Camden Plan.

 
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)       
Thatotherwise, 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.
 
 
(viii)      
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
(Chair)
·        
Cabinet Member for Best Start for Children and
Families
 
 
(ix)        
THAT the following Champions be appointed and for all roles authority be
delegated to the Director of Corporate Strategy and Policy Design,
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 – Councillor Camron
Aref-Adib
4.   
Heritage Champion – Roger Freeman
5.   
Gender Equality Champion - Helene Reardon Bond
6.   
LGBTQ+ Champion – Councillor Rishi Madlani
7.   
Champion for Tackling Violence Against Women and Girls
– Councillor Nasrine Djemai
8.   
Champion for Tackling Rough Sleeping – Councillor
Richard Cotton
 
(x)         
THAT the following Champions be appointed who will
also be members of the Disability Oversight Panel
 

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 – Councillor Richard
Cotton
14.Blind
& Visually Impaired Champion – Councillor Judy
Dixey
 
Disability Oversight Panel
 
(xi)        
THAT the Disability Oversight Panel be established
with the following terms of reference
 

 
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’

 
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.
 

 
To be
appointed by the Leader on an annual basis.
 

 
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.
 

 
(xii)       
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)
 

 
(xiii)      
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 a Sustainable Camden
 
London Councils Joint Committees
 
(xiv)     
THAT the following appointment be made to London
Councils joint committees
 
·        
Leader’s Committee – Councillor Georgia
Gould
·        
Transport and Environment Committee – Councillor Adam
Harrison, Cabinet Member for a Sustainable Camden. Deputies -
Councillors Danny Beales, Sagal Abdi-Wali, and Richard Olszewski

·        
Grants Committee – Councillor Nadia Shah,
Cabinet Member for Voluntary Sector, Equalities and Cohesion.
Deputies –
Councillors Anna Wright, Marcus Boyland, Sabrina Francis, and Sagal
Abdi-Wali
 
Delegation to the Borough Solicitor
 
(xv)      
THAT authority be delegated to the Borough
Solicitor, in consultation with myself, to make all
necessary amendments to the Constitution.
 
Reasons
For the reasons set out in the report.
 
 
 
Contact
officer:       Rebecca
Taylor

Tel:                            
020 7974 8177

E-Mail:                      
rebecca.taylor@camden.gov.uk
 
 
Decision sheet
ends

www.camden.gov.uk/democracy