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.

Decision

Consideration was given to a report of the Borough Solicitor.

DECISION –

(i) THAT Councillor Patricia Callaghan be appointed as the Council’s Deputy Leader.

(ii) THAT Councillor Adam Harrison be appointed as the Council’s Second Deputy Leader.

(iii) THAT the following appointments be made to the following Cabinet Portfolios:

• Cabinet Member for Safer Communities – Councillor Adam Harrison

• Cabinet Member for Better Homes and Homelessness Prevention – Councillor Anna Wright

• Cabinet Member for Health, Wellbeing, and Adult Social Care – Councillor Kemi Atolagbe

• 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 Community Resilience – Councillor Patricia Callaghan

• Cabinet Member for Planning and a Sustainable Camden – Councillor James Slater

(iv) 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 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

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, Local Plan and other Development Plan documents, Local Implementation Plan, external communications strategy, strategies in relation to regeneration and social inclusion, consultation, capacity building and active citizenship.
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.
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.
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.
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.
To recommend any corporate cross cutting plans to Council.
To agree the Council’s corporate procurement policies.
To agree the Council’s policies on equalities, discrimination and harassment, recommending them to Council where appropriate and to monitor them.
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.
To consider external reviews of the performance of services.
To agree joint work with partner agencies and to monitor the effectiveness of those arrangements.
To receive reports on significant issues arising from the Council’s role as corporate parent.
To agree the reduction or cessation of any service and any major changes in service levels or method of delivery.
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.
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.
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.
To approve matters relating to the Greater London Authority (GLA) and other regional bodies as they affect Cabinet functions relating to environmental matters.
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.
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

To receive the annual external audit management letter.
To agree major changes to existing and new employment policies.
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 councillors; 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

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 Housing and Communities in consultation with the Executive Director Corporate Services and Director of Property Management.
To approve the Housing Strategy statement and Community Safety strategy, recommending these to Council where appropriate.
To agree the Children and Young People’s Plan, recommending it to Council for approval where necessary.
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.
Further for contracts falling within the said parameters in paragraph 26, to waive Contract Standing Orders.
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.
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.
To affiliate to and appoint representatives to outside bodies, where appropriate.
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.
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.
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.
To determine whether or not to impose or extend a borough-wide Public Space Protection Order.

(v) THAT the Cabinet Portfolios will be as follows:

Leader of the Council

Summary

To provide overall political leadership for the Council, setting strategic direction, leading delivery of the Council's ambitions, and ensuring Cabinet works collectively to deliver better outcomes for Camden and supporting the participation of all citizens in community life and decision-making. The Leader has overall responsibility for the delivery of We Make Camden and ensures that the work of the Council should be exercised in a way that reflects the Council's ambitions, missions and values-led approach to working with residents, partners and communities.

Given their long-term significance, to retain oversight of the Council maintaining financial stability and resilience as an organisation, High Speed 2 and Euston Station, the Community Wealth Fund and the Council’s approach to addressing inequality in the Borough.

Detail

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

To take a particular lead delivering the following:

• Overall leadership of the Cabinet and the Council’s strategic direction, including the ability to take any decision within the remit of the Cabinet.

• Leadership of We Make Camden, including the Council’s missions-orientated approach, partnership working and the work to share power with communities.

• Strategic leadership of inclusive growth, including work with anchor institutions and partners so that economic opportunity and wealth created in Camden are more widely shared.

• Oversight of the Community Wealth Fund as a key mechanism for delivering Camden’s long-term ambitions and supporting inclusive growth.

• Overall responsibility for Council communications.

• Strategic lead on devolution, oversight of HS2 and Euston and oversight of major and cross-cutting projects.

• Joint oversight of integrated care systems and the development of population health approaches in Camden and at sub-regional level.

• Lead the Council’s support for refugee communities and the Council’s role as a Borough of Sanctuary.

• Oversight of the Council’s approach to inequality across the borough and its long-term organisational resilience.

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

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 Children and Learning 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.

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

To agree a personal performance plan for the Chief Executive.
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.
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.
To approve the payment of new subscriptions and the termination of existing subscriptions over £100,000 relating to services provided by Strategy, Design & Insight, Participation, Partnerships & Communications and Law & Governance Divisions of the Corporate Services Directorate.
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.
To approve restructuring proposals within the Participation, Partnerships & Communications, Strategy, Design & Insight and Law & Governance Divisions of the Directorate of Corporate Services involving more than twenty posts.
To monitor the performance of services within the Participation, Partnerships & Communications, Strategy, Design & Insight 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.
To consider all contract monitoring reports relating to the Participation, Partnerships & Communications, Strategy, Design & Insight and Law & Governance Divisions of the Corporate Services Directorate.
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 ensure liaison between all members of the Cabinet in relation to devolution issues.
To monitor the strategic implementation, review the impact and the opportunities for the Council arising from the devolution agenda.
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.
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.
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.
To appoint a Senior Coroner as required under Schedule 3 of the Coroners and Justice Act 2009.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
To maintain an oversight on matters relating to HS2 and Euston Station, in collaboration with the Cabinet Member for New Homes and Community Investment.
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.
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.
To lead the development of the Council’s Community Wealth Fund.

New Homes and Community Investment

Summary

To support delivery of We Make Camden by leading on protecting mixed communities and sharing Camden’s common wealth through investment in new homes, schools, green spaces and community facilities, including regeneration, place-making and the Community Investment Programme. The portfolio includes special responsibility for creating vibrant markets.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of the Council’s work to build genuinely affordable homes and to support others to do the same.

• Leadership of regeneration, place-making and investment in community infrastructure through the Community Investment Programme.

• A leading role in protecting mixed communities and ensuring that growth and development contribute to cohesive, sustainable and active neighbourhoods.

• Special responsibility for creating vibrant markets, supporting high streets and helping to sustain a dynamic evening and night-time economy.

• Contribution to Camden’s wider inclusive economy and Community Wealth Fund work, alongside the Leader and relevant Cabinet colleagues.

• Corporate oversight of cross-cutting Community Investment Programme issues and related major development activity.

• To take special responsibility for creating vibrant markets.

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

Delegations

To act on the Council’s behalf in relation to all regeneration matters.
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.
To receive monitoring reports and agree relevant strategies regarding the implementation of the Council’s Community Investment Programme (CIP).
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.
To approve restructuring proposals that fall within this portfolio involving more than twenty posts.
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.
To consider all contract monitoring reports that fall within this portfolio.
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 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).
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.
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.
To receive monitoring reports and agree relevant strategies in relation to creating vibrant markets and to lead on promoting vibrant markets and high streets.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
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 and Homelessness Prevention

Summary

Leading on improving council homes and estates, promoting decent housing across all tenures, and supporting residents to have safe, stable and secure homes. This includes the Council’s relational and harm prevention approach to homelessness and rough sleeping, alongside responsibility for housing management, temporary accommodation, tenant and leaseholder participation, and the regulation of short-term and holiday lets to help protect housing supply and standards.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Overall strategic responsibility for resident safety in Camden.

• Leadership of the Council’s housing strategy across tenures, including council housing, housing management, tenant and leaseholder participation, and private rented sector issues.

• To lead the delivery of the Estates Mission, taking primary responsibility for mission delivery, partnerships and collaboration with other Cabinet Members, Cabinet Advisers, residents and partners, with a focus on ensuring Camden’s estates and neighbourhoods are healthy, sustainable and places where communities can thrive.

• Leadership of the Council’s approach to the private rented sector and short-term lets, with the aim of protecting residential housing stock, supporting mixed communities and improving housing conditions, including retrofitting current stock.

• Responsibility for housing policy, temporary accommodation, homelessness prevention, homelessness response and rough sleeping.

• Strategic responsibility for resident safety in Camden and for the improvement and maintenance of the Council’s residential stock.

• 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.

• Responsibility for the Housing Revenue Account, the housing capital programme and the wider housing investment programme.

• Leadership of the Council’s relationship with registered providers and other housing agencies, and influence over national housing policy and reform.

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

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

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.

Delegations

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.
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 Communities and Housing Support, Property Management and Housing Divisions of the Housing and Communities Directorate, except for matters that are settled on the advice of the Council’s insurers.
To approve restructuring proposals involving more than twenty posts within the relevant (housing related) parts of the Communities and Housing Support, Property Management and Housing Divisions of the Housing and Communities Directorate.
To monitor the performance of services within the relevant (housing related) parts of the Communities and Housing Support, Property Management and Housing Divisions of the Housing and Communities Directorate (including monitoring against local and national performance indicators) and to report issues to the Cabinet where appropriate.
To consider all contract monitoring reports relating to the relevant (housing related) parts of the Communities and Housing Support, Property Management Division and the Housing Division of the Housing and Communities Directorate.
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.
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 policy development, performance monitoring and approving grants (not covered by existing policy) for private sector housing.
To have strategic responsibility for resident safety in Camden.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.

Health, Wellbeing, and Adult Social Care

Summary

Leading on improving health and wellbeing in Camden and supporting residents to live healthy, independent and fulfilling lives. This portfolio brings together public health, adult social care, adult safeguarding and work to address the wider causes of poor health, with a focus on reducing inequalities and supporting people to age well.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of the Council’s health-related functions, including but not limited to public health, adult social care and adult safeguarding as well as matters relating to NHS adult services.

• Political lead for addressing the social determinants of health and improving population health across the borough.

• Leadership of work to support people to age well, live independently and stay in control of their own lives for as long as possible.

• Responsibility for mental health, adult safeguarding, accessible transport and the Council’s relationship with NHS services.

• To lead the delivery of the Camden Food Mission, taking primary responsibility for mission delivery, partnerships and collaboration with other Cabinet Members, Cabinet Advisers, residents and partners, with a focus on ensuring everyone in Camden can eat well every day with nutritious, affordable and sustainable food

• Work with other Cabinet Members to reduce entrenched health inequalities, including those affecting children and young people and residents in social housing.

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

Delegations

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.
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.
To regularly monitor the joint commissioning arrangements and joint management of services.
To regularly monitor the implementation of the Local Delivery Plan and the Better Care, Higher Standards Charter.
To contribute to the local health partnership.
To consider all inspection reports of relevant local authority facilities.
To oversee the operation of arrangements to manage clients’ financial affairs.
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.
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.
To oversee the system of “persons in control” and any arrangements for councillors to visit other social services facilities, including externally provided ones.
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.
To approve restructuring proposals within the Adults and Health Directorate.
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.
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.
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 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.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.

Finance and Cost of Living

Summary

Leading on the Council’s financial sustainability and stewardship of its resources, while also ensuring Camden responds effectively to the pressures residents face from poverty and the cost of living. This includes responsibility for finance, property, HR, customer and citizen services, and for leading corporate transformation, digital and data so that the Council is efficient, responsive and focused on the needs of communities.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of the Council’s financial strategy, financial resilience and medium-term sustainability in a difficult financial climate.

• Responsibility for finance and procurement, corporate property, human resources, customer and citizen services and related corporate services functions.

• Political lead for the Council’s approach to digital, data and technology, including digital inclusion.

• Responsibility for the Council’s innovation and transformation agenda, including service redesign, organisational improvement and the use of insight, design and digital tools to improve outcomes.

• Leadership of the Council’s systemic response to poverty and hardship arising from the cost-of-living crisis.

• Political and strategic lead on customer and citizen services, workforce policy and the Council’s people management approach.

• Support for the development of the Community Wealth Fund alongside the Leader and relevant Cabinet colleagues.

To have responsibility for functions within the remit of the Cabinet which relate to the Finance and People and Inclusion divisions of the Corporate Services Directorate, as well as customer and citizen services.

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 People and Inclusion, 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 Investment, Place and Opportunity 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.

Delegations

To approve the payment of new subscriptions and the termination of existing subscriptions over £25,000 relating to services provided by the Finance , Customer, Technology, and Data Services, and People and Inclusion divisions, and the functions relating to corporate property, regulatory services including licensing (in so far as they are not the responsibility of the Licensing Committee), and street trading. .
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 , Customer, Technology, and Data Services and People and Inclusion divisions, and the functions relating to corporate property, regulatory services including licensing (in so far as they are not the responsibility of the Licensing Committee), and street trading, except for matters that are settled on the advice of the Council’s insurers.
To approve restructuring proposals within the Finance, Customer, Technology, and Data Services and People and Inclusion divisions, and the functions relating to corporate property, regulatory services including licensing (in so far as they are not the responsibility of the Licensing Committee), and street trading involving more than twenty posts.
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.
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 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

To receive reports from all departments relating to profiled budget showing actual and accrued expenditure and to examine reasons for under/over achievement.
To monitor the performance of services within Finance , Customer, Technology, and Data Services, and People and Inclusion divisions, and the functions relating to corporate property, regulatory services including licensing (in so far as they are not the responsibility of the Licensing Committee), and street trading (including monitoring against local and national performance indicators) and to report issues to the Cabinet where appropriate.
To consider all contract monitoring reports relating to the Finance, Customer, Technology, and Data Services and People and Inclusion divisions and the functions relating to corporate property, regulatory services including licensing (in so far as they are not the responsibility of the Licensing Committee), and street trading.
To monitor the Council’s digital inclusion, corporate use of technology, overall technological strategy and IT investment programmes, including their effectiveness.
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.
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.
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 Investment, Place and Opportunity Directorate.
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 receive and consider statutory reports relating to licensing functions including street trading matters.
To receive monitoring reports and agree relevant strategies regarding street trading along with the respective improvement projects and programmes.
To consider and monitor service changes in response to national initiatives and agencies in relation to licensing matters including street trading.
To lead on matters relating to customer and citizens services in Camden and to make recommendations to the Cabinet/Cabinet Members as appropriate.
To lead member level local collective bargaining and dispute resolution on behalf of the Cabinet.
To monitor the performance of the Council’s workforce strategy.
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.
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 receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.

Planning and a Sustainable Camden

Summary

Leading on how Camden grows and changes as a place, including planning, transport, public realm, environmental services and the transition to a more sustainable borough. This portfolio brings together the Council’s work to shape development, respond to the climate and ecological emergency, improve air quality, reduce waste, and create cleaner, greener and more accessible neighbourhoods.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Responsibility for planning policy implementation, place-shaping, planning enforcement, the Local Plan Review, neighbourhood planning, Section 106 and the Community Infrastructure Levy.

• Leadership of the Council’s response to the climate and ecological emergency, including work on air quality, biodiversity, carbon reduction and climate infrastructure.

• Responsibility for transport policy, street maintenance, the public realm, parking policy, cycling and walking, and related improvement programmes.

• Responsibility for environmental services including recycling, waste management, street cleansing and public conveniences, together with parks policy and strategic direction.

• Cross-cutting oversight of Community Investment Programme issues related to sustainability, and responsibility for the North London Waste Plan and related regional representation.

To oversee the authority’s functions as a local planning authority (other than those which are specifically identified as 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, planning guidance, the local list of non-designated heritage assets, the Statement of Community Involvement, Section 106 legal agreements, Community Infrastructure Levy and Neighbourhood Planning.

To be responsible for transport policy, street maintenance, the public realm, and improvements projects and programmes.

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

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.

Delegations

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.
To approve restructuring proposals that fall within this portfolio involving more than twenty posts.
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.
To consider all contract monitoring reports that fall within this portfolio.
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 act as the Council’s Lead Member for the Planning Forum.
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.
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.
To agree neighbourhood planning and other relevant strategies and oversee how the Council deals with associated funding streams.
To act on the Council’s behalf in relation to the North London Waste Plan.
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.
To receive monitoring reports on the Council’s Parks Policy and agree relevant strategies regarding the Council’s strategic direction around parks.
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).
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.
To receive monitoring reports and agree relevant strategies regarding the Council’s sustainability policy, including education and communication of the policy to the Borough.
To receive monitoring reports and agree relevant strategies on parking policy and management.
To make major Traffic Management Orders for controlled parking zones and substantial traffic management schemes and consider objections to such orders.
To consider options for controlled parking zones and substantial traffic management schemes requiring consultation, together with methods of consultation.
To agree individual traffic management schemes for approval where the cost of any one scheme exceeds £100,000.
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.
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.
To monitor community involvement schemes for the purpose of street environment maintenance.
To receive monitoring reports and agree relevant strategies regarding transport policy, street maintenance, the public realm, along with the respective improvements projects and programmes.
To monitor cross cutting Community Investment Programme issues relating to sustainability.
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.
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.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
To lead of matters relating to animal welfare.
To lead on relationships with the Camden Town Business Improvement District.

Best Start for Children and Families

Summary

Leading on giving children the best start in life and supporting families so that children are safe, healthy and able to thrive. This portfolio brings together the Council’s responsibilities for children’s safeguarding, family support, early years, education and inclusion, with a focus on reducing child poverty and improving outcomes for children and young people.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of children’s social care, safeguarding, early years, education, play and the Council’s wider relationship with schools in the borough.

• Statutory role as Lead Member for Children and political responsibility for corporate parenting.

• Leadership of work to keep children safe, support families early and improve outcomes for children with complex needs.

• Responsibility for school standards, school organisation, adult and community learning, school places, traded services to schools, attendance, exclusions and special educational needs policy.

• Working 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.

• Responsibility for children’s social care commissioning and relevant joint working with NHS children’s services.

• A lead role in citizen participation and sharing power with children, young people and families across the We Make Camden missions.

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

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

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 Investment, Place and Opportunity 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.

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.

Delegations

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.
To regularly monitor the joint commissioning arrangements and joint management of services.
To consider policies and the monitoring of procedures relating to children with disability or Special Educational Needs provision within schools and other establishments.
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.
To consider monitoring reports and agree relevant strategies on adult community learning and development of skills.
To consider monitoring reports and agree relevant strategy in relation to the Early Years Service.
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.
To receive reports on the governance arrangements and work of the Local Safeguarding Children Board.
To monitor the Children’s complaints system and consider any general matters raised by individual complaints.
To consider governing body resolutions relating to matters within this element of the Cabinet’s terms of reference.
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 Children and Learning 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.
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.
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.
To consider all contract monitoring reports relating to the Children and Learning Directorate (excluding housing support services, adult social care and youth services).
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.
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 approve policies and the monitoring of procedures relating to pupils’ attendance and exclusions.
To approve policies relating to school and pupil attainment and monitor the effectiveness of those policies.
To consider matters relating to school improvement and effectiveness.
To approve curriculum related grants.
To approve changes in eligibility criteria for forms of assistance provided by the Council for pupils in schools.
To consider matters relating to pupil referral units.
To consider inspection reports on schools and children centres.
To consider action plans arising from inspection reports and any subsequent reviews.
To receive reports on the performance of schools and the review of the protocol as it affects headteachers, governors, officers and members.
To monitor part of contracts held on behalf and schools e.g. school meals, school buildings, cleaning etc.
To monitor the performance of services to schools (including monitoring against local and national performance indicators) and reporting issues to the Cabinet where appropriate.
To be a company director of Camden Learning.
To appoint to and remove representatives from school governing bodies.
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.
To receive reports on the operation of the Council’s approach to dealing with the needs of complex children and their families.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
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.

Safer Communities

Summary

Leading on keeping Camden’s communities safe, preventing harm and ensuring that residents feel secure in their neighbourhoods. This portfolio brings together the Council’s work on community safety, anti-social behaviour, violence prevention, emergency management and work with partners to respond to crime and vulnerability, with a particular focus on protecting those most at risk.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of the Council’s work on community safety, anti-social behaviour, crime prevention and partnership working with the police and other agencies.

• Leadership of the Council’s response to illegal drug activity and related public safety issues.

• Responsibility for emergency planning, emergency incidents and the management of community safety issues linked to the night-time economy.

• Oversight of the Youth Safety Taskforce recommendations relating to enforcement and disruption, and wider work to keep young people safe.

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

To lead on Emergency Management and responding to emergency incidents.

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 Investment, Place and Opportunity Directorate and other Directorates but may also include other matters from time to time.

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

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

Delegations

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
To approve restructuring proposals involving more than twenty posts which relate to the functions contained within this portfolio.
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.
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.
To lead on, and ensure liaison between, all members of the Cabinet on, community safety, anti-social behaviour and emergency planning issues.
To lead on preventing anti-social behaviour and crime, working collaboratively with the Cabinet Member for Community Resilience who leads Camden’s Prevent Strategy and work programme on issues of hate crime and radicalisation.
To lead on the Council’s approach to substance misuse and reducing the sale, use and impact of illegal drugs in our communities.
To act on the Council’s behalf in relation to any Community Safety Partnership issues with regard to Community Safety, preventing anti-social behaviour, hate crime (excluding domestic violence) and emergency planning matters generally.
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.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To receive monitoring reports and agree relevant strategies in relation to managing the impact of the nighttime economy.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
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 Investment, Place and Opportunity in consultation with the Cabinet Member for Safer Communities.

Community Resilience

Summary

Leading on strengthening communities, advancing equality and supporting the voluntary and community sector as a key partner in delivering Camden’s ambitions. This portfolio brings together volunteering, neighbourhood empowerment, cohesion and equalities, with a focus on building community resilience, tackling inequality and ensuring more residents can shape and contribute to life in the borough.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• Leadership of the Council’s relationship with voluntary and community sector organisations and its wider approach to neighbourhood empowerment and social action.

• Strategic lead on equalities, cohesion and the Council’s work to create a more inclusive and equal borough.

• Responsibility for reducing domestic abuse and violence, including violence against women and girls, and for leading the Council’s wider violence reduction work.

• To lead the delivery of the Camden Diversity Mission, taking primary responsibility for mission delivery, partnerships and collaboration with other Cabinet Members, Cabinet Advisers, residents and partners, with a focus on ensuring those in positions of power in Camden are as diverse as our communities and that the next generation is ready to follow.

• Responsibility for preventing radicalisation, reducing hate crime and leading No Place for Hate and related community cohesion work with Safer Communities.

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

• Working with the Cabinet Member for Jobs, Young People and Culture to increase active participation in arts and culture.

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

• Responsibility for leisure, sport, the Coroners Service and the strategic relationship with faith partners and community organisations.

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

To have responsibility for the Coroners Service.

To have lead responsibility within Camden for Olympics heritage issues.

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

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.

Delegations

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 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.
To approve restructuring proposals involving more than twenty posts which relate to the functions contained within this portfolio.
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.
To consider all contract monitoring reports relating to this portfolio.
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

• Violence Against Women and Girls

To monitor the strategic implementation and review the impact of the Council’s strategies and duties arising from equalities legislation.
To ensure liaison between all members of the Cabinet in relation to equalities outcomes issues.
To lead on reducing domestic abuse and violence, and violence against women and girls.
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.
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.
To consider monitoring reports and agree relevant strategies in relation to the Coroners Service.
To receive monitoring reports and agree relevant strategies in relation to voluntary and community sector organisations in Camden.
To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.
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.
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.
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.
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.

Jobs, Young People and Culture

Summary

Leading on creating economic opportunity for residents, supporting young people to thrive and championing Camden’s cultural life. This portfolio brings together employment and skills, youth participation and progression, and the borough’s arts, culture and heritage, with a focus on widening opportunity, supporting aspiration and ensuring more residents can share in Camden’s social and economic success.

Detail

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

This portfolio includes the following areas of leadership and accountability:

• To lead the delivery of the Camden Youth Mission, taking primary responsibility for mission delivery, partnerships and collaboration with other Cabinet Members, Cabinet Advisers, residents and partners, with a focus on ensuring every young person has access to economic opportunity that enables them to be safe and secure.

• Lead the Council’s approach to employment and skills, including apprenticeships, support for those not in education, employment or training, and relationships with business and local economic partners.

• Leadership of youth participation and ensuring the voice of young people is heard across Council policy and service design.

• Leadership of the Council’s youth and youth justice services.

• 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.

• Responsibility for youth services, youth employment and wider action to support young people’s safety and resilience.

• Leadership of libraries, arts, culture and heritage, including the Camden Cultural Partnership and work to widen access and participation.

• Support for the development of the Community Wealth Fund and for inclusive growth through better access to jobs, skills and cultural opportunity.

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.

Delegations

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.
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.
To approve restructuring proposals within the youth service of the Children and Learning Directorate involving more than twenty posts.
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.
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.
To receive monitoring reports and agree relevant strategies regarding the Council’s adult apprenticeship programme.
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.
To consider all contract monitoring reports relating to this portfolio.
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 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.
To receive monitoring reports and agree relevant strategies regarding youth employment and apprenticeships.
To receive monitoring reports and agree relevant strategies regarding tourism in the borough.
To lead on increasing active participation in arts and culture.
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

To receive monitoring reports and agree relevant strategies on the delivery of the aspects of We Make Camden that relate solely to this portfolio.
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.
To consider monitoring reports relating to health and safety issues which fall within the remit of this portfolio.

(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, subject to the following amendment to the officer delegation regarding government consultations:

Government Consultations - Responses to National Government and Mayor of London consultations shall be determined by officers in consultation with the relevant Cabinet Member(s), being referred to the Cabinet only where the Cabinet Member thinks this is appropriate.

(viii) THAT the following councillors are 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

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

• Armed Forces Champion – Councillor Larraine Revah

• Cycling Champion – Julian Fulbrook

• Young People’s Champion – vacant

• Heritage Champion – Councillor Jim Monahan

• Gender Equality Champion - Helene Reardon Bond

• LGBTQ+ Champion – Councillor Liam Martin-Lane

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

• Champion for Tackling Rough Sleeping – Councillor Suleiman Osman

(x) THAT the following Champions 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 Arun Kumar

• Mental Health Champion - Councillor Suleiman Osman

• Deaf & Hard of Hearing Champion – vacant

• Blind & Visually Impaired Champion – Councillor Judy Dixey

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

Role of the Disability Oversight Panel

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

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

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

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

• To support councillor Champions to be effective in their role

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

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

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

• Review progress and work undertaken during the year

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

Membership

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

Chair and Vice Chair

To be appointed by the Leader on an annual basis.

Resources

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

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

(xii) THAT the following councillors be appointed to the Housing Fire and Building Safety Panel:

• Cabinet Member for Better Homes and Homelessness Prevention (Cllr Wright)

• Chair of the Housing Scrutiny Committee (Cllr Apak)

• Leader of the Liberal Democrat Group (Cllr Simon)

• Leader of the Conservative Group (Cllr Adams)

• Leader of the Green Group (Cllr Russell)

• Two other councillors (Cllrs Atolagbe and Callaghan)

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

• Cabinet Member for Finance and Cost of Living

• Cabinet Member for Planning and a Sustainable Camden

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

• Leader’s Committee – Councillor Sagal Abdi-Wali

• Transport and Environment Committee – Councillor James Slater, Cabinet Member for Planning and a Sustainable Camden. Deputies - Councillors Nasrine Djemai and Anna Wright

• Grants Committee – Councillor Patricia Callaghan, Cabinet Member for Community Resilience. Deputies – Marcus Boyland and Sabrina Francis

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

Reasons

For the reasons set out in the report.

Outcome	Recommendations Approved
Decision date	20 May 2026
Expected date	20 May 2026
Originally due	20 May 2026
Lead officer	Andrew Maughan, Vicky Wemyss-Cooke

Appointments to the Cabinet and Other Posts, and Delegations by the Leader of the Council

Summary

Purpose

Decision

Supporting Documents

Details

Appointments to the Cabinet and Other Posts, and Delegations by the Leader of the Council

Summary

Purpose

Decision

Supporting Documents

SMDDecisionSheet Appointment to Cabinet and Other Posts.pdf

SMDreport Appointment of Cabinet.pdf

Appendix A - Cabinet appointments.pdf

SMDagenda Appointment of Cabinet.pdf

Details