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 and
to an addendum to that report.
 
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 Camron Aref-Adib

 

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

 

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

 

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

 

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

 

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

 

(iii)        
THAT the above portfolios will be as follows:
 
Leader of the Council
 
 
Leading on the overall
delivery of the Council’s We Make Camden Missions and
Challenges and themes, organisational innovation and improvement,
and supporting the participation of all citizens in community life
and decision-making. Overseeing a new focus on energy security and
supporting secure livelihoods for Camden residents through
supporting investment in a just transition to a low carbon
environment. Given their
long-term significance, to retain oversight of the Council
maintaining financial stability and resilience as an organisation,
High Speed 2 and Euston Station, the Community Wealth Fund and the
Council’s approach to addressing inequality in the
Borough.
 
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-orientated 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-orientated 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 each
Cabinet Member being responsible for delivery within their
portfolios of relevant aspects of the project.
 
To maintain oversight of the Council’s energy security
programme, working at a Borough, London and national level to
accelerate the Council’s commitment to energy transition
through financial investment in energy infrastructure, including
the Council’s retrofit and net zero communities
programme.
 
To maintain oversight of integrated care systems and the
development of population health approaches in Camden and at a
sub-regional level, working with the Cabinet Member for Health,
Wellbeing, and Adult Social Care.
 
To take the lead on work with anchor institutions to ensure that
the opportunities and common wealth are shared through our
Missions-orientated approach and lead the development of a
Community Wealth Fund, working alongside the Cabinet Member for
Finance and Cost of Living, the Cabinet Member for Jobs, Young
People and Culture, and the Cabinet Member for New Homes and
Community Investment.
 
To be responsible, with the Leader of the Council, for seeking
to protect Camden residents, businesses and other organisations
from the negative impacts of Brexit and to realise positive impacts
from any Government initiatives that foster improved relations with
the European Union.
 
To be responsible for appointing a Senior Coroner as required
under Schedule 3 of the Coroners and Justice Act 2009.
 
Should the Cabinet Member for Best Start for Children and
Families decline to act in relation to the appointment of school
governors (for whatever reason), then the Leader or Deputy Leader
will take the decision on school governor appointments or removals.
For decisions relating to the removal of school governors then the
Leader/Deputy Leader will either make the decision in consultation
with the Executive Director Supporting People or should the
Leader/Deputy Leader not have made the initial decision and should
an appeal have been lodged, will receive the recommendation from
the Governors Appeals Panel after an appeal.
 
New Homes and Community Investment
 
 
Leading on protecting mixed communities, and sharing our common
wealth including investment in new homes, schools, green spaces,
and community facilities (including the Community Investment
Programme, regeneration and place-making). The portfolio includes
special responsibility for creating vibrant markets.
 
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
building as many genuinely affordable homes as we can as quickly as
we can, and help others (including housing associations and
developers) to do the same;
-      
focusing on building communities that are mixed, with well-designed
homes and infrastructure that encourage integration, cohesion,
sustainability, and equality and active lifestyles;
-      
leading our work to promote vibrant markets and high streets
and
-      
work to preserve a dynamic evening and night-time economy,
balancing the needs of visitors and businesses with those of local
people who may be negatively impacted.
 
To have responsibility for functions within the remit of the
Cabinet which relate to the development of an inclusive
economy.
 
To lead in protecting mixed communities including investment in
schools, new homes, green spaces, and community facilities,
(including Community Investment Programme, regeneration, and
place-making).
 
To support the development of a Camden Community Wealth Fund,
working alongside the Leader, Cabinet Member for Finance and Cost
of Living, and Cabinet Member for Jobs, Young People and
Culture.
 
To have responsibility for all matters within the remit of the
Cabinet which relate to regeneration.
 
To have corporate oversight of cross-cutting Community
Investment Programme issues.
 
To be responsible for the health and safety issues that fall
within the remit of this portfolio.
 
To take special responsibility for creating vibrant
markets. 
 
Better Homes
 
Leading on improving council homes and estates, tenant and
leaseholder participation, and promoting quality private rented
accommodation (including council stock; housing management, and
housing strategies) and working to support our refugee communities
and the Council’s work as a Borough of Sanctuary.
 
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
continuing to work to make
homes in Camden safe, well-managed, and well-maintained, and make
sure that people’s homes meet their needs, seeking to reduce
the number of households living in unsuitable
accommodation;
-      
seeking to influence the
private rented sector so that it improves the standard of
accommodation;
-      
to lead on the Estates Mission,
focusing on ensuring Camden's estates and their neighbourhoods are
healthy and sustainable, and unlock creativity taking primary
responsibility for Mission delivery, partnerships, and
collaboration with other Cabinet Members and Cabinet
Advisers;
-      
ensuring that the private rented sector in Camden is
well-regulated, including the holiday short-term lets market, to
maximise the availability of affordable, accessible, and decent
housing for Camden residents;
-      
delivering the highest level of
safety in our housing stock by working together with tenants and
leaseholders.
 
To be responsible for all strategic housing matters including
the Council's housing strategy, its relationship with registered
social landlords and other housing agencies across all tenures
(including private sector issues), and the Council's housing
strategy.
 
To have overall strategic responsibility for resident safety in
Camden. 
 
To lead in improving council homes and estates.
 
To lead in responding to and seeking to influence the
Government’s agenda on housing issues.
 
To lead on housing policy and temporary accommodation.
 
To lead on promoting quality private rented accommodation,
including Council stock; housing management and housing strategies.
Aligned with this to have oversight of the regulation of the
holiday short-term lets market in Camden.
 
To be responsible for the health and safety issues that fall
within the remit of this portfolio.
 
To have responsibility for effective arrangements for the
provision of housing services funded by grants.
 
To be responsible for the improvement and maintenance (including
responsive repairs, planned maintenance, capital projects, and
resulting health and safety obligations) of the Council's
residential stock (including estate, street properties, and
sheltered and hostel accommodation). This includes oversight of the
funding, procurement, and management of the housing investment
programme and related regeneration and inward-investment
initiatives together with responsibility for the prudent management
of the Housing Revenue Account and housing capital budgets
including the oversight of the capital spend profile and annual
rent-setting.
 
To have responsibility for functions within the remit of the
Cabinet relating to housing management on Camden's housing estates
and street properties (including estate cleaning, grounds
maintenance, environmental management, void control, lettings, and
rent collection).
 
To be responsible for leading and improving tenant and
leaseholder participation, ensuring that the views and interests of
all tenants and leaseholders are considered in the creation of
housing policy and service delivery. To also ensure that the
participation is representative and maximise the level of
participation and to involve and engage new tenants including young
people, refugees, people living in our temporary accommodation and
people experiencing homelessness.
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 
For the purposes of the Housing Ombudsman Complaint Handling
Code, to be the designated Member Responsible for Complaints.
 
Health, Wellbeing, and Adult Social
Care
 
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 Planning and a Sustainable Camden;
-      
working with the Cabinet Member
for Best Start for Children and Families to ensure the best health
outcomes for children and young people in the borough;
-      
tackling the poorer health outcomes that exist among
residents in social housing, using our relationship with our
tenants to develop new community-based interventions;
-      
supporting
people to age well and live independently for as long as possible,
prioritising protecting people from harm, and supporting people
with disabilities to be in control of their own
lives; 
-      
seeking to reduce the
prevalence of mental ill-health in the borough and tackling the
stigma that exists towards mental illness; and
-      
ensuring that the safeguarding
of adults is a priority and is delivered effectively.
 
To have responsibility for all functions within the remit of the
Cabinet which relate to public health, and adult social care, and
take the statutory/strategic political lead.
 
To be responsible for the health and safety issues that fall
within the remit of this portfolio.
 
To lead on healthy living and ageing well in Camden, supporting
good mental health, reducing health inequalities, and supporting
independence for residents with disabilities or health conditions
(including health inequalities/adult social care).
 
To have responsibility for the Council’s health-related
functions including public health. These include executive matters
dealt with by the relevant parts of the Supporting People
Directorate and the Council’s Health and Wellbeing Service
but may also include other matters from time to time. The function
also includes lead responsibility for matters relating to NHS adult
services and the Mental Health and Social Care Trust, and the range
of adult social care services and their commissioning, including
accessible transport. 
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 
Finance and Cost of Living
 
 
Leading on making the best use of limited funds to meet our
objectives, transformation including promoting digital, making sure
the Council is responsive to citizens and other stakeholders,
financial inclusion (finance, property, HR, citizens and customer
services, regulatory services, transformation including digital and
data lead).
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
designing services focused on residents and their needs;
-      
ensuring strong financial management; and
-      
striving for Camden to continue its development as a leading
digital council.
 
To also take a specific lead
on delivering our commitment to:
 
-      
increase resident satisfaction with the Council overall and as a
result of 'right-first-time' changes in service provision;
-      
deliver efficiencies to meet the Council’s cost reduction
targets;
-      
set a clear and long-term approach to the Council Tax levels
taxpayers can expect to pay in this difficult financial
climate;
-      
lead the Council’s systemic response to the challenge of
poverty and hardship in our communities resulting from the
increased cost of living for our families;
-      
develop long-term plans to ensure that we remain a financially
stable authority in a very difficult financial climate;
 
To have responsibility for functions within the remit of the
Cabinet which relate to the Finance & Procurement and Human
Resources & Organisational Development divisions of the
Corporate Services Directorate, as well as customer and citizen
services and Council transport services. These include, but not
exclusively, the executive matters dealt with by the Finance &
Procurement division of the Corporate Services Directorate, but may
also include other matters from time to time. In particular, it
includes responsibility and political leadership on the Council's
approach to procurement, digital inclusion, the Council's corporate
use of technology, and overall digital, data and technology
strategy, including the digital service and the Council's Corporate
Property function.
 
To support the development of a Camden Community Wealth Fund,
working with the Leader, the Cabinet Member for Jobs, Young People
and Culture, and the Cabinet Member for New Homes and Community
Investment.
 
To ensure that we are maintaining financial resilience and
stability whilst making the best use of our resources to have an
impact on the issues most important to our communities.
 
To lead on transformation, including promoting digital, data and
making sure the Council is responsive to citizens and other
stakeholders.
 
To lead on financial inclusion (finance, property, human
resources, citizens and customer services, regulatory services,
transformation including digital and data lead).
 
To provide a political and strategic lead on customer and
citizen services in Camden.
 
To have responsibility for functions within the remit of the
Cabinet which relate to the HR function. These include, but not
exclusively, the functions dealt with by HR, in particular,
workforce policy and overseeing the implementation of national
agreements.
 
To have responsibility for some regulatory services including
licensing (in so far as they are not the responsibility of the
Licensing Committee), and street trading within the Supporting
Communities directorate.
 
To monitor the performance of the Council’s people
management policies and be the Cabinet Member with responsibility
for Health and Safety, relating to employees and the
Council’s internal advice function.
 
To be otherwise responsible for the health and safety issues
that fall within the remit of this portfolio.
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 
 
Planning and a Sustainable Camden
 
 
Leading on planning, cleaner air, greener streets, addressing
climate change and the climate and ecological emergency, promoting
sustainability, increasing recycling, and making our communities
accessible for all (including parks, recycling, waste services,
transport, sustainability esp. air pollution, cycling, and
walking).
 
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
leading the Council’s
response to the climate and ecological emergency including working
with Council services, the wider public sector, businesses, and
citizens;
-      
Working with the Leader of the
Council on investment in climate infrastructure and energy
security;
-      
seeking to improve air quality
and biodiversity in Camden;
-      
seeking to reduce carbon
emissions in the borough, lowering emissions from our estate and
operations, and working with others to achieve this
goal;
-      
decreasing the amount of waste
produced in the borough by providing the infrastructure,
information, and incentives for people and businesses to reduce
their waste and recycle as much as possible of the waste that they
do produce; and
-      
seeking to increase green space
and ensure that green spaces, streets, housing estates, and other
public spaces are clean, attractive, and safe and that residents,
visitors, and businesses are actively involved in contributing to
this.
 
To oversee the authority’s functions as a local planning
authority (other than those which are the responsibility of the
Council and its Planning Committee) including enforcement with
particular reference to planning policies and place-shaping
(including HS2 and Euston), the Local Plan Review, Section 106
legal agreements, Community Infrastructure Levy and Neighbourhood
Planning.
 
To have responsibility for the overall policy and strategic
direction of the Council with regards to sustainability, including
issues around education and communication of its policy to the
Borough.
 
To be responsible for transport policy, street maintenance, the
public realm, and improvements projects and programmes, with the
exception of any matters pertaining to the Dartmouth Park Safe and
Healthy Streets Scheme.
 
To be responsible for the overall policy and direction of
parking management for the borough.
 
To have corporate oversight of cross-cutting Community
Investment Programme issues related to sustainability.
 
To lead on cleaner air, greener streets, promoting
sustainability, increasing recycling, and making our communities
accessible for all (including parks, recycling, waste services,
transport, sustainability especially air pollution, cycling, and
walking).
 
To have responsibility for policy and strategic direction around
parks.
 
To be responsible for the areas of environmental services
including recycling, waste management, street cleansing, and public
conveniences.
 
To be one of the Council’s representatives on the North
London Waste Authority.
 
To be responsible for the health and safety issues that fall
within the remit of this portfolio.
 
To act as the Council’s representative on the London
Councils Transport and Environment Committee (TEC).
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 
To have responsibility for the North London Waste
Plan. 
 
To take a lead on matters relating to animal welfare.
 
As the Second Deputy Leader if for any reason neither the Leader
nor the Deputy Leader are able to act to have authority to act in
their place
 
Best Start for Children and
Families
 
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.
 
To be responsible for transport policy, street maintenance, the
public realm, and improvements projects and programmes relating to
the Dartmouth Park Safe and Healthy Streets Scheme only.
 
Safer Communities
 
 
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.
 
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
to lead the delivery of the
Camden Diversity Mission focusing on ensuring that those holding
positions of power in Camden are as diverse as our community
– and the next generation is ready to follow; taking primary
responsibility for Mission delivery, partnerships, and
collaboration with other Cabinet Members and Cabinet
Advisers;
-      
working with our partners in
the voluntary sector to build a resilient and independent sector,
support social action and the delivery of We Make Camden Missions
and Challenges; and
-      
building a borough where
different communities have opportunities to come together and
celebrate diversity and shared values; and

-      
working to promote gender
equality in Camden.
 
To lead on volunteering and neighbourhood empowerment. To lead
and have oversight of the Council's work to deliver services with
our communities and in neighbourhood settings, focusing on bringing
together collaborative partnerships of citizens, the public sector,
businesses, and third-sector groups. This includes working with the
Cabinet Member for Jobs, Young People and Culture to increase
active participation in arts and culture, leading on the use of the
Council's buildings, working with other Cabinet Members to make the
most of collaborative opportunities between the public sector,
businesses, and community groups putting communities and citizens
at the heart of their work.
 
To lead on promoting health and wellbeing through sport and
culture.
 
To lead on tackling inequality.
 
To Co-Chair the Camden Faith Forum – convening and
bringing together Camden’s faith partners and faith leaders
as part of building and maintaining cohesion in Camden.
 
To take the strategic lead
for the Council on equality and cohesion and on driving forward the
Council’s work to create an inclusive and equal borough. This
includes work to monitor the Council’s equality performance
and policies and ensuring that the work of other portfolio holders
is effective in promoting equalities.
 
To take the lead on Camden’s work to prevent
radicalisation and reduce hate crime including the Prevent
programme, and No Place for Hate, working collaboratively with the
Cabinet Member for Safer Communities.
 
To work with the Cabinet Member for Safer Communities, who leads
on emergency management, on incidents which impact community
cohesion.
 
To lead on the development and building of stronger communities,
community cohesion, and resilience.
To be responsible for the health and safety issues that fall
within the remit of this portfolio. 
 
To have responsibility for all functions within the remit of the
Cabinet which relate to leisure. To lead on the borough’s
sport and physical activity and, through this, to support outcomes
around health inequality and life expectancy.
 
To have responsibility for
the Coroners Service. 
 
To have lead responsibility within Camden for Olympics heritage
issues.
 
To be responsible for the strategic relationship with voluntary
and community sector organisations in Camden.
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 
Jobs, Young People and Culture
 
Leading on job creation, creating opportunities for young people
and reducing youth offending. This includes youth participation,
ensuring successful launch into work; early intervention for
adolescence; youth services, youth justice, and special
responsibility for youth violence. Supporting and promoting
Camden's arts, culture, and heritage including our community and
major institutions, and ensuring equal access and equal opportunity
to arts and culture
 
As part of Cabinet to take responsibility for the delivery of
the Missions, challenges and ambitions of We Make Camden that
relate to the portfolio functions outlined below. In particular
by:
 
-      
leading on the Camden Youth
Mission, ensuring that every young person has access to economic
opportunity that enables them to be safe and secure; taking primary
responsibility for Mission delivery, partnerships, and
collaboration with other Cabinet Members and Cabinet
Advisers;
-      
seeking to assist young people
who have grown up locally, or who have strong connections to the
borough, to gain a foothold in Camden and build their lives
here;
-      
preparing young people to be
successful in their working lives via the pathway
that is right for them, whether academic or vocational;
and
-      
implementing the recommendations of the STEAM (Science, Technology,
Engineering, Arts, and Maths) Commission, and supporting young
people in Camden to gain the skills they need to access
21st-century jobs;
-      
helping those furthest from the labour market into rewarding work
as part of overall responsibility for the Council’s
employment and skills programme;
-      
To lead on employment and skills for the Council including adult
apprenticeships in Camden, and relationships with the Camden
Business Board and business improvement districts. To increase the
number of Camden residents gaining well-paid and decent employment,
based on the skills and vocational training they have gained.
-      
working with the business community to deliver genuinely inclusive
growth that benefits everyone;
-      
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;
-      
preserving and enhancing a culture of lifelong learning by working
with our colleges, employers, universities, and the voluntary
sector, to support citizens to develop skills and knowledge to
access work and opportunities, but also to continue to enrich their
lives and foster individual wellbeing;
-      
increasing access to Camden’s cultural and heritage
assets and widening the opportunity for all to participate
in, contribute to and enrich the borough’s cultural
life
-      
leading on promoting and celebrating the arts and culture of
Camden, and to lead on protecting and enhancing Camden’s
culture and creativity working closely with the Camden Cultural
Partnership;
 
To lead in creating opportunities for young people, including
youth employment and apprenticeships.
 
To have responsibility for
all functions within the remit of the Cabinet which relate to
libraries.
 
To lead with regard to those not in education, employment, or
training (NEETS) and employment in the Borough.
 
To work to ensure the safety
of Camden's young people and implement the recommendations of the
Youth Safety Taskforce, and the Youth Safety Fund.
 
To take a strategic lead for
the Council on employment and skills opportunities for young
people, with particular reference to schemes and support programmes
that will contribute to the We Make Camden objectives and the
facilitating of opportunities, including apprentice
schemes.
 
To take the lead Cabinet role, working with the Cabinet Member
for New Homes and Community Investment, in working with business to
secure apprenticeships for young people.
 
To support the development of a Camden Community Wealth Fund,
working alongside the Leader, Cabinet Member for Finance and Cost
of Living and Cabinet Member for New Homes and Community
Investment.
 
To have responsibility for all matters relating to the youth and
youth offending services in Camden.
 
To lead on reducing youth offending (including youth
participation; ensuring successful launch into work and maximising
apprenticeship levy; early intervention for adolescence; youth
services, youth justice, plus equalities and cohesion including
responsibility for youth violence).
 
To have responsibility for ensuring that the voice of young
people in Camden is heard in the development of policies and
services across the borough.
 
To be responsible for the health and safety issues that fall
within the remit of this portfolio.
 
To be responsible for the aspects of the Council’s
response to HS2 and Euston Station that fall within these portfolio
responsibilities.
 

 

(iv)        
THAT the matters delegated to individual Cabinet Members will
be:-
 
Leader – noting that the Leader
as a matter of law can take any decision within the remit of the
Cabinet as a whole.
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

20         
To lead the development of the Council’s Community Wealth
Fund.
 
New Homes and Community Investment
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

12.        
To consider monitoring reports relating to health and safety issues
which fall within the remit of this portfolio.
 
Health, Wellbeing and Adult Social
Care
 

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

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

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

4.         To
regularly monitor the implementation of the Local Delivery Plan and
the BetterCare, Higher Standards Charter.
 
5.        
To contribute to the local health partnership.
 
6.        
To consider all inspection reports of relevant local authority
facilities.
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

5.           
To monitor:
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

23.        
To receive monitoring reports and agree relevant strategies on the
aspects of the council’s response to HS2 and Euston Station
that relate solely to this portfolio.
 
Second Deputy Leader, Planning and a
Sustainable Camden
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

30           
To lead of matters relating to animal welfare.
 

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

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

 

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

 

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

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

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

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

19         
To consider matters relating to school improvement and
effectiveness.
 

20        To
approve curriculum related grants.
 

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

22.        
To consider matters relating to pupil referral units.
 

23         
To consider inspection reports on schools and children centres.
 

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

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

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

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

28         
To be a company director of Camden Learning.
 

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

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

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

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

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

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

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

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

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

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

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

15.        
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
 

16.        
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.
 

17.        
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.
 

18.        
As Deputy Leader, if for any reason the Leader is unable to act or
the office or the post of executive leader is vacant, to act in the
Leader’s place.
 
Voluntary Sector, Cohesion and
Equalities
 

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

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

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

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

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

6.           
To consider monitoring reports and agree relevant strategies on the
following matters;
 
·        
Leisure and Sport, including promoting health & wellbeing
through sport and culture
·        
Voluntary and Community Sector, including volunteering &
neighbourhood participation and empowerment
·        
Olympic Heritage Issues
 

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

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

6.           
To work for an inclusive economy through promoting a good work
standard and supporting businesses that invest in communities.
 

7.           
To receive monitoring reports and agree relevant strategies
regarding the Council’s adult apprenticeship programme.
 

8.           
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.
 

9.           
To consider all contract monitoring reports relating to this
portfolio.
 

10.        
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.
 

11.        
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.
 

12.        
To receive monitoring reports and agree relevant strategies
regarding youth employment and apprenticeships.
 

13.        
To receive monitoring reports and agree relevant strategies
regarding tourism in the borough.
 

14.        
To lead on increasing active participation in arts and culture.
 

15.        
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
 

16.        
To receive monitoring reports and agree relevant strategies on the
delivery of the aspects of We Make Camden that relate solely to
this portfolio.

 

17.        
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.
 

18.        
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:
 

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

 

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.

 

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.

 

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

 

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

 

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

 

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

 

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.

 

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

 

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.

 

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.

 

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.

 

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

 

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.

 

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.

 

To have responsibility for the Council’s corporate
procurement policies

 

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

 

To have responsibility for emergency planning and civil
defence.

 

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

 

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.

 

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

 

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.

 

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

 
General Matters Reserved for Collective Cabinet
Decision
 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

a)           
significant issues arising from budgetary control;

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

c)        
financial planning;

d)        
significant changes to insurance arrangements;

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

f)         
presentation of final accounts;

g)        
budget revisions; and
h)
       recovery of
debt
 

20.        
To receive the annual external audit management letter.
 

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

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

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

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

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

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

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

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

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

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

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

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

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

31.        
For the purposes of neighbourhood planning, to decide whether to
agree the boundaries of a new neighbourhood, amend the boundaries
of an existing neighbourhood or designate the neighbourhood as a
‘business area’ in cases where the consultation
exercise has revealed significant opposition to the proposals.
 
32.        
For the purposes of neighbourhood planning, to decide whether to
designate a neighbourhood forum for a neighbourhood designated by
the Council in cases where the consultation exercise has revealed
significant opposition to the proposed forum.
 
33.        
To decide whether to accept, reject or accept with modification a
legally compliant expression of interest submitted under the
Community Right to Challenge provisions of the Localism Act 2011 in
relation to service(s) employing 20 or more staff and/or with a
cost of service of over £2m annually.
 

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

(vi)        
THAT, while the above are the legal and constitutional explanations
of the relevant portfolios, I delegate authority to the Borough
Solicitor to prepare summaries of those responsibilities for
publication on the Council’s website.
 
(vii)       
THAT otherwise the Cabinet
terms of reference and Leader/Cabinet decision-making remains
unchanged and that all matters not reserved to the Cabinet and its
members are delegated to officers.
 

(viii)      
THAT the following councillors be appointed as Associate Cabinet
Members:
 
·        
Councillor Nanouche Umeadi as Associate Cabinet Member for
Educational Inequalities
·        
Councillor James Slater as Associate Cabinet Member for
Leaseholders

(ix)        
THAT the following councillors be appointed as Cabinet Advisers in
the following areas:
 
·        
Councillor Edmund Frondigoun as Cabinet Adviser on resident
engagement on anti-social behaviour and community safety, working
with the Cabinet Member for Community Safety
·        
Councillor Anna Burrage as Cabinet Adviser on low carbon
environments working with the Cabinet Member for Planning and a
Sustainable Camden
 

(x)         
THAT the following councillors be appointed to the Health and
Wellbeing Board:-
 
·        
The Leader of the Council
·        
Cabinet Member for a Health, Wellbeing, and Adult Social Care
·        
Cabinet Member for Best Start for Children and Families
 
 
(xi)        
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:
 

Armed Forces Champion - Councillor Heather Johnson
Cycling Champion - Councillor Julian Fulbrook
Young People’s Champion – vacant
Heritage Champion – Roger Freeman
Gender Equality Champion - Helene Reardon Bond
LGBTQ+ Champion – Councillor Rishi Madlani
Champion for Tackling Violence Against Women and Girls –
vacant
Champion for Tackling Rough Sleeping – Councillor Richard
Cotton

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

Carers Champion and Older
People’s Champion (Chair) - Councillor Larraine Revah
Learning Disability and Hidden Disability Champion–
Councillor Kemi Atolagbe (Vice-Chair)
Physical Disability Champion – Councillor Anna
Burrage
Mental Health Champion - Councillor Lorna Greenwood
Deaf & Hard of Hearing Champion – Councillor Richard
Cotton
Blind & Visually Impaired Champion – Councillor Judy
Dixey

 
 
(xiii)      
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.
 
 
(xiv)     
THAT the following councillors
be appointed to the Housing and Fire Safety Advisory
Panel:-
 
·        
Cabinet Member for Better Homes (Cllr Abdi-Wali)
·        
Chair of the Housing Scrutiny Committee (Cllr Atolagbe)
·        
Leader of the Liberal Democrat Group (Cllr Simon)
·        
Leader of the Conservative Group (Cllr Adams)
·        
Green Councillor (Cllr Russell)
·        
Two other councillors (Cllrs Burrage and Callaghan)
 
 
(xv)      
THAT the following councillors
be appointed to serve on the North London Waste
Authority:
 
·        
Leader
·        
Cabinet Member for Planning and a Sustainable Camden
 
 
(xvi)     
THAT the following councillors
be appointed to London Councils joint committees
 
·        
Leader’s Committee – Councillor Richard Olszewski
·        
Transport and Environment Committee – Councillor Adam
Harrison, Cabinet Member for Planning and a Sustainable Camden.
Deputies - Councillors Nasrine Djemai, Sagal Abdi-Wali and Camron
Aref-Adib
·        
Grants Committee – Councillor Nadia Shah, Cabinet Member for
Voluntary Sector, Equalities and Cohesion. Deputies – Marcus
Boyland, Sabrina Francis and Sagal Abdi-Wali
 
 
(xvii)    
THAT authority be delegated to
the Borough Solicitor, in consultation with the Leader, to make all
necessary amendments to the Constitution.