(Public Pack)Agenda Document for Cabinet, 21/03/2022 17:00

CABINET

Date: Monday 21 March 2022

Time: 5.00 pm

Venue: Committee Members Town Hall Committee Room (B6)/ Others to dial in via

MS Teams

*In line with legislation and continuing Covid-19 precautions, committee members will attend the meeting

in person at Lambeth Town Hall, with members of the public and press, visiting members and officers

invited to attend virtually. Instructions overleaf.

Copies of agendas, reports, minutes and other attachments for the Council’s meetings are available on

the Lambeth website. www.lambeth.gov.uk/moderngov

Members of the Committee

Leader of the Council, Councillor Claire Holland

Deputy Leader of the Council (Jobs, Skills and Community Safety), Councillor Jacqui Dyer

Deputy Leader of the Council (Planning, Investment and New Homes), Councillor Matthew Bennett

Cabinet Member for Sustainable Transport, Environment and Clean Air (job share), Councillor Mahamed

Hashi and Councillor Danny Adilypour*

Cabinet Member for Housing and Homelessness, Councillor Maria Kay

Cabinet Member for Finance and Performance, Councillor Andy Wilson

Cabinet Member for Children and Young People, Councillor Ed Davie

Cabinet Member for Health and Social Care (job share), Councillor Councillor Lucy Caldicott and Jim

Dickson*

Cabinet Member for Equalities and Culture, Councillor Sonia Winifred

Cabinet Member for Voluntary Sector and Leisure, Councillor Donatus Anyanwu

*non-voting

Further Information

If you require any further information or have any queries please contact:

Sarah Keeble, Telephone: 020 7296 4385; Email: [email protected]

Published on: Friday 11 March 2022

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Underground Station.

AGENDA

Page

Nos.

1 Declarations of Pecuniary Interest

Under Cabinet Rule 1.5.2, where any Cabinet Member has a Disclosable Pecuniary Interest (as defined in the Members’ Code of Conduct (para. 4)) in any matter to be considered at a meeting of the Council, a committee, sub-committee or joint committee, they must withdraw from the meeting room during the whole of the consideration of that matter and must not participate in any vote on that matter unless a dispensation has been obtained from the Monitoring Officer.

2 Minutes of Previous Meeting

1 - 6

Cabinet is asked to confirm as a true record the Minutes of the previous meeting held on 7 February 2022.

3 Active Lambeth Strategy 2022 – 27

7 - 62

4 Lambeth’s Climate Action Plan

63 - 80

5 Council and Homes for Lambeth Joint Delivery Plan

81 - 140

6 Budget and Performance Report - Q3 2021-2022

141 - 162

This page is intentionally left blank

CABINET MINUTES

Monday 7 February 2022 at 5.00 pm

Present:

Cabinet Member: Portfolio:

Councillor Donatus Anyanwu

Cabinet Member for Voluntary Sector and Leisure

Councillor Matthew Bennett

Deputy Leader of the Council (Planning, Investment and New Homes)

Councillor Lucy Caldicott Cabinet Member for Health and Social Care (job-share)

Councillor Edward Davie Cabinet Member for Children and Young People

Councillor Jim Dickson Cabinet Member for Health and Social Care (job-share)

Councillor Jacqui Dyer Deputy Leader of the Council (Jobs, Skills and Community Safety)

Councillor Dr. Mahamed Hashi

Cabinet Member for Sustainable Transport, Environment and Clean Air (job-share)

Councillor Claire Holland Leader of the Council

Councillor Maria Kay Cabinet Member for Housing and Homelessness

Councillor Andy Wilson Cabinet Member for Finance and Performance

Apologies for absence Councillor Sonia Winifred

1 Declarations of Pecuniary Interest

No declarations were made.

2 Minutes of Previous Meeting

The Minutes of the meeting of Cabinet held on 17 January were agreed as a true record of proceedings.

3 HRA Rent and Service Charges Report

The report was introduced by Cabinet Member for Housing and Homelessness,

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Councillor Maria Kay, who highlighted that: • All of the Council’s tenants rents were paid into the Housing Revenue account which was for the management of housing properties as well as maintenance, repairs and major works • The Council had no option but to increase rent as much investment was needed in the housing stock to get it to a standard that residents’ deserve and expect. The Council had ambitious improvement targets for its housing stock over the next 10 years • The Government had forced rent reductions over a 4 year period which has meant a cumulative loss of income of £28.5m to the HRA • None of the works were funded by central Government, which meant increasing rents was the only way to generate the income needed for improvements • Rents were historically low whereas pressures were historically high, it was imperative to take action to try to ensure balanced budgets • The Council was aware that rent increases would place some families in financial hardship, which was not taken lightly. There were a number of iniatives and tools available to support those in need including benefits and debt management. Cabinet was addressed by Councillor Scott Ainslie of the Green Group, who highlighted a number of questions surrounding: • A one-off payment of £2 million referenced in 2.3 of the report • The number of voids which were being worked on • Housing standards and whether there was a post-completion report ready • Homes for Lambeth and the payments made by them into the HRA In response to some of the questions and comments raised, Officers and the Cabinet Member advised the following:

• Some of the queries from the Green Group around disrepair and its associated costs would be answered in due course

• Lambeth had set up a new organisation of direct delivery of communal works which required upgrading to new contracts and investing in new systems. This included when an operative was going to complete a repair, there was a system for resources to be delivered directly to the firm; as well as developing the Housing Portal to improve the system for residents’ use

• The Officer would look into the status of Housing standards and the availability of a completion report and bring it back to Councillor Ainslie

• Mitigations were already in place to support residents suffering financial hardship Cabinet made the following observations: • The report required Cabinet to make difficult decision but was necessary. Thanks were given to the Officers and the Cabinet Member for their work in the report • There were some concerns raised around the levels of disrepair and an overspend in dealing with these. Following consideration, it was resolved that Cabinet: 1. Agreed the approach to setting tenant and leasehold service charges, garage, parking and supported housing charges 2. Agreed the increase in rents of 4.1%, this being composed of Consumer Price Index (CPI) at the applicable rate of 3.1% plus the allowable 1% 3. Noted the October 2021 financial forecast position as detailed in paragraph 2.2 of the

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report 4. Agreed the proposed growth and savings for 2022/23 as set out in paragraphs 2.26 to 2.37 and Appendix 3 of the report 5. Agreed the HRA Budget for 2022/23 as set out in Appendix 4 of the report.

4 Revenue and Capital Budget 2022/23

The report was introduced by Cabinet Member for Finance and Performance, Councillor Andy Wilson who highlighted that: • The last year had presented great challenges for Lambeth, whilst continuing to deal with the effects of the pandemic. Learning to live with Covid-19 whilst an increasing cost of living crisis had been hard for Lambeth residents • Since last reporting on the Medium Term Financial Strategy, the Government had released some short-term relief to local authorities. This had been welcomed but left the issue of long-term sustainable funding unanswered • Increased demand in essential services and a rise in inflation was difficult to manage, and the recent funding did not account for these additional challenges • The Council had consulted on expanding the criteria of the Council Tax Support Scheme to help those finding the increase in Council Tax unaffordable. This support would permanently support those most in need and reduce their bills, most to nil • The Council would continue to take every opportunity to support vulnerable people in its communities, but be honest in its ability to do so in the increased demand of services and increased inflation. Cabinet was addressed by Councillor Scott Ainslie of the Green Group, who highlighted a number of questions surrounding: • Council Tax support, the number of people receiving 100% support and the criteria to receive it • Reserves and the possibilities of using this money to fund play centres and nurseries as heard from Maintain Nursery staff at the recent meeting of Full Council • Evictions and what was being done to protect vulnerable residents at risk In response to some of the questions and comments raised, Officers and the Cabinet Member advised the following: • The improvement in the Council Tax Support Scheme was implemented last year, which benefited 6,900 additional residents already. This number identified those already in receipt of the scheme and who would continue to benefit from it. In relation to the newly announced £150 payment for all council tax payers in Bands A-D, for those on Council Tax Support where there were no incoming payments from the recipients, the Council would have to fund the administrational costs of obtaining bank details in order to pay them • Reserves were not a solution for a long-term problem and it was important to keep to 10% of the Council’s net cash limit in order to weather unexpected fluctuations whilst identifying long-term solutions • The evictions queries had been answered at the recent meeting of Full Council. The numbers of people taken through the process was less than 5 and it was important to recognise the large numbers of individuals working hard to ensure their Council Tax was paid. It was important to collect Council Tax in the cases that it could be paid, and take enforcement against anyone capable but refusing to pay.

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Cabinet made the following observations: • Lambeth’s Maintain Nursery Schools deputation made at Full Council in January mentioned by Councillor Ainslie did not comprise of a number of different learning provisions as he had stated. Maintain Nursery Schools were schools as opposed to nurseries, which required them to be staffed by qualified teachers and overseen by a headteacher. This meant that they cost considerably more to staff than a regular nursery • One Cabinet Member was in the process of writing to the Secretary of State requesting the correct amount of funding • Cabinet commended colleagues in Finance and Investment for having maintained a balanced budget in a volatile and uncertain time, as well as for not having used its reserves in the past. There was not an endless pot of money and it would be optimal to work on increasing these funds for any uncertainties to come Following consideration, it was resolved that Cabinet: 1. Recommended Council to note or adopt the recommendations listed in the report.

5 49 Brixton Station Road/6 Canterbury Crescent - Decision to Award Contract to Preferred Delivery Partner

The report was introduced by Deputy Leader and Cabinet Member for Planning, Investment and New Homes, Councillor Matthew Bennett who highlighted that: • The report set out work that had been done over a period of at least 10 years • There had been a hundreds of new Council and affordable homes developed, along with community facilities including the Brixton Street Gym which had gone from strength to strength • It was owed to the people of Brixton to give them as many social and economic benefits for local people from the use of local sites including Brixton Market • The Labour administration recognised that there was a housing crisis in London with thousands of families on the waiting list or at risk of homelessness. The only way to mitigate that was to build new homes • Lambeth needed a good permanent supply of work spaces in order to provide the jobs and opportunities needed in Brixton. This particular area suffered higher rates of unemployment than other parts of the borough, which had worsened during the pandemic • The report was focused on addressing inequality and inequity for local residents • Partners had been able to exceed planning expectations which included increasing the number of affordable family homes, affordable workspace and providing jobs and apprenticeships for young people and local partners. One quarter of jobs were created through supply chain, and communities less likely to reach out for jobs were reached and supported to apply for such roles including prison leavers, Black and Minority Ethnic communities and young men aged 16-24 • New buildings would be designed to the highest economic standards • The scheme would offer a chance for the Council to work in partnership with its community and address the inequalities and inequities residents endured locally, offering new jobs, new homes and jobs for local people. Cabinet was addressed by Councillor Scott Ainslie of the Green Group, who highlighted a number of questions surrounding:

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• Whether Homes for Lambeth would be a better developer for the site • The percentage of Affordable Homes In response to some of the questions and comments raised, Officers and the Cabinet Member advised the following: • Purchasing the International House site offered benefits to the Council. These benefits included allowing the Council to reduce its carbon footprint by enabling the number of rooms used as Council offices to decrease from 14 to 2 • Refurbishing the development would create permanent affordable workspace for local talent in Brixton • Homes for Lambeth was owned and controlled by the Council in a not-for-profit way to build more homes and social housing to provide for homeless communities and those on the waiting list. It was not for commercial developments and workspaces • The number of affordable homes was set out in the report and was subject to planning. The figure was 240 homes of which 50% were affordable. 80 of these homes were three-bedrooms or more.. Cabinet made the following observations: • It was important to bring local people and residents along with the process. Cabinet thanked the Planning team for consulting a number of local groups and residents who had an interest in Brixton. It was important to continue this level of involvement amongst residents and local people in all stages of the blueprint • The employment of local people was an important factor, and Cabinet was pleased the scheme would offer a number of roles through a variety of pathways • There was a number of businesses based at International House and they should be found a suitable location within the borough • The proposed development comprised both affordable housing and affordable workspace which the borough needed. It was important to ensure the workspace was protected from being turned into further residential. Following consideration, it was resolved that Cabinet: 1. Agreed for the Council to enter into a Development Agreement with London Square for the redevelopment of the identified sites 2. Delegated the finalisation of the Development Agreement to the Strategic Directors of Sustainable Growth and Opportunity, in consultation with Director of Legal and Governance, in line with the key terms outlined in the report and for the Council thereafter to enter into that agreement with London Square 3. In accordance with and subject to the provisions of the Development Agreement, agreed to enter into a long lease of at least 250 years for each Development Phase on satisfaction of Conditions Precedent with London Square 4. Agreed to create a new capital budget of £3,200,000 to carry out works to separate the utility services supplying the Brixton Rec and International House, in preparation for the development 5. Agree to create a new capital budget of £400,000 to cover professional fees, legal and commercial services costs anticipated over the life of the project.

The meeting ended at 18:14

CHAIR, CABINET Monday 21 March 2022

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Date of Despatch: Friday 11 February 2022 Call-in Date: Friday 18 February 2022 Contact for Enquiries: Sarah Keeble Tel: 020 7296 4385 E-mail: [email protected] Web: www.lambeth.gov.uk

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http://www.lambeth.gov.uk/

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CABINET 21 MARCH 2022

Report title: Active Lambeth Strategy 2022-2027

Wards: All

Portfolio: Cabinet Member for Voluntary Sector and Leisure: Councillor Donatus Anyanwu

Report Authorised by: Bayo Dosunmu, Strategic Director for Resident Services

Contact for enquiries: Dermot Collins, Leisure Programme Manager, 07904 193291,

[email protected]

Report summary

This five-year strategy replaces the Active Lambeth Strategy 2015-2020 and identifies how sport and

physical activity can be used by Lambeth to contribute to delivering the Borough’s strategic objectives

within services such as Education, Public Health, Transport, Parks, Adults, Children’s and Community

Safety, as well as forming part of the borough-wide approach to tackling serious youth violence, improving

the environment; and simply for its own inherent value. It sets out how best we can use our staff, facilities

and assets in conjunction with our community partners for the good of the borough so that these benefits

are more universally shared by our residents.

This strategy is the result of extensive collation of insight, discussion with stakeholders and public

consultation and has been well received throughout this process. Cabinet is requested to approve adoption

of the new Active Lambeth Strategy 2022-2027.

Finance summary

There are no specific financial implications arising from this report. The depth of impact achieved by this

Strategy will depend on the level of resource that can be dedicated to its implementation. No specific

commitments are made in terms of increases at this stage, however it is anticipated that insourcing the

leisure service will enable the allocation of additional staff and funding to facilitate accelerated delivery.

Recommendations

(1) To approve the Active Lambeth Strategy 2022-2027.



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1. CONTEXT

1.1. This Strategy will seek to use the impact of sport and physical activity to help address:

Health Inequalities – 25% of people in Lambeth fail to take enough exercise to benefit their

health. Covid has increased inequalities in society. Government and NHS strategy now has an

enhanced focus on prevention of lifestyle illnesses. We need to reconfigure our public health &

leisure services to respond.

The health of children – The Chief Medical Officer for England recommends 60 minutes of

activity a day. Nationally only 20% of young people in Years 1-11 achieve this level. For

Lambeth it’s even lower at just 18%.

Obesity Crisis – This insufficient level of activity contributes to 26% of children in Lambeth

being overweight by the age of 11.

Community security and the safety of our young people – There were 7,000 incidents of

knife crime in Lambeth between 2010 and 2020 – London’s third highest total. Sport and fitness

can contribute to reducing these figures by providing positive opportunities for young people.

Build upon an Active Population – 74% of Lambeth adults are physically active, 10% higher

than the London average.

Protecting our community assets – promote longer term thinking and planning on the

maintenance and development of Lambeth’s Parks and Sports facilities.

1.2. From April 2023 Lambeth will resume the management of its sport and leisure facilities with the

ending of the current GLL contract. This will provide the opportunity to operate more flexibly and

achieve a better balance between generating commercial revenues and offering health and social

benefits to those that need them most.

1.3. This strategy replaces the first Active Lambeth Strategy, which covered the period 2015-20. The gap

in continuity reflected the need to await the outcome of the new national sports strategy and

Lambeth’s decision over the future of its own leisure service. This new strategy restates the value of

sport and physical activity and needs to be adopted, implemented and resourced for the benefit of

the Borough.

2. PROPOSAL AND REASONS

2.1 The structure of the strategy employs the same headings as those used by Sport England in its 10-

year Strategy ‘Uniting the Movement’. There are five big issues identified, to which a sixth has

been added to Lambeth’s Strategy reflecting the Borough’s concern to reduce serious youth crime

and anti-social behaviour. Five-year objectives are set out below. These are accompanied by

specific outputs identified in the Strategy. The detail of implementation will be presented in annual

work programmes.

2.2 Recover and Reinvent:

Increase the number of Lambeth residents that are physically active to 80% and decrease those

classified as inactive by 5% (19-20 baseline of 74.3% & 17.3%).

Recover and then increase usage rates of Lambeth facilities and parks (Achieve 2,250,000 annual

visits to our sports and leisure centres).

2.3 Connect with Communities

Provide a voice for Lambeth ’sports community by establishing the Lambeth Sports Partnership

Board.

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Establish a mutually beneficial formal connection with our outstanding community partners.

Develop inclusive activity programmes that engage those that are not currently involved.

2.4 Offer Positive Experiences to Young People

Support Lambeth’s work to become a UNICEF Child Friendly Community by facilitating sport

programmes that improve the mental and physical health of young people.

Develop a network of attractive sport facilities across the borough that offer a mix of paid and

programmed and free and casual use

Support our most disadvantaged young people and demonstrate our corporate parenting

responsibilities by offering free or low-cost access to sports facilities and programmes.

Reduce inequalities by providing talented Lambeth athletes with specialist support to fulfil their

potential.

2.5 Connect with Health and Wellbeing

We will partner with Lambeth’s public health agencies to use the Borough’s assets to achieve

health benefits for the vulnerable, inactive and people with disabilities.

2.6 Provide and Manage Active Environments

We will maintain and develop attractive parks, sports and recreational facilities. We will develop

proposals for inclusion in the Borough’s capital plans.

We will secure £2m of external investment into Lambeth’s sports and parks facilities.

Improve Lambeth’s environment and the personal health of residents by increasing the levels of

Active Travel, the use of Healthy Routes and physical activity in outdoor settings.

Improve and develop the Borough’s stock of sports courts by partnering with Lambeth Housing,

Housing Associations and external funders to improve this network of free, local participation

spaces

2.7 Promote Safe Communities

In partnership with specialist agencies, we will support ‘Lambeth Made Safer’ to engage vulnerable

young people resulting in declines in anti-social behaviour and serious youth violence.

Provide and support a range of opportunities that divert vulnerable young people into positive

activity, e.g. After School Sports Activity.

2.8 In order to achieve effective delivery of the new Strategy it is anticipated that an additional three

members of staff will be needed within the Sports Development team. When the leisure service

comes in-house in 2023 some of the posts transferring from GLL may help fulfil these roles.

Otherwise, the creation of new posts in the future will be dependent on suitable budget being

identified.

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3. FINANCE

3.1 There are no specific financial implications arising from this report.

3.2 The leisure service carries an existing income target of £1m and a new savings commitment of £1m

effective from 2022/23. The whole industry has been heavily impacted by Covid-19 and Lambeth’s

service will be brought in-house in 2023. These issues need to be addressed and understood fully

before any commitment could be made to dedicate specific or additional resources to delivering the

Strategy.

4. LEGAL AND DEMOCRACY

4.1 Section 1 of the Localism Act 2011 provides the Council with the power to do anything that individuals

generally may do. This power extends to doing things that an individual may do which are unlike

anything that the Council currently does. This power can be used for commercial purposes or

otherwise for a charge, or without a charge. The Council may exercise this power for, or otherwise

than for, the benefit of the authority, its area, or persons, resident or present in its area. This general

power is limited by any restrictions in any existing or future legislation.

4.2 Section 111 of the Local Government Act 1972 provides that without prejudice to any powers

exercisable apart from that section but subject to the provisions of that Act and any other enactment

passed before or after this Act, a local authority shall have power to do any thing (whether or not

involving the expenditure, borrowing or lending of money or the acquisition or disposal of any

property or rights) which is calculated to facilitate, or is conducive or incidental to, the discharge of

any of their functions.

4.3 Section 19 Local Government (Miscellaneous Provisions) Act 1976 contains wide powers enabling

local authorities to provide within or outside their locality, such recreational facilities as they think fit.

This section includes a non-exhaustive list of permitted purposes including social or recreational

purposes for which the Council may provide staff and facilities and the recreational facilities may be

provided with or without payment.

4.4 A consultation exercise was conducted for the purposes of preparing the document which is the

subject of this report. The decision-maker is required to take the consultation responses fully into

account in deciding whether to approve this report’s recommendations. The responses to the

consultation are summarised in section 5 of this report and detailed in the Appendix documents. The

Supreme Court recognises 4 principles for a lawful consultation, which are generally known as the

Gunning or the Sedley principles namely that:

consultation must be at a time when proposals are still at a formative stage;

the proposer must give sufficient reasons for any proposal to permit intelligent consideration and

response;

adequate time must be given for consideration and response; and,

the product of consultation must be conscientiously taken into account in finalising any proposals.

4.5 Section 149 of the Equality Act 2010 sets out the new public sector equality duty replacing the

previous duties in relation to race, sex and disability and extending the duty to all the protected

characteristics i.e. race, sex, disability, age, sexual orientation, religion or belief, pregnancy or

maternity, marriage or civil partnership and gender reassignment. The public sector equality duty

requires public authorities to have due regard to the need to:

• Eliminate unlawful discrimination, harassment and victimisation

• Advance equality of opportunity and

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• Foster good relations between those who share a protected characteristic and

those who do not

4.6 Part of the duty to have “due regard” where there is disproportionate impact will be to take steps to

mitigate the impact and the Council must demonstrate that this has been done, and/or justify the

decision, on the basis that it is a proportionate means of achieving a legitimate aim. Accordingly,

there is an expectation that a decision maker will explore other means which have less of a

disproportionate impact.

4.7 The Equality Duty must be complied with before and at the time that a particular policy is under

consideration or decision is taken – that is, in the development of policy options, and in making a

final decision. A public body cannot satisfy the Equality Duty by justifying a decision after it has been

taken.

4.8 Advice in respect of licensing, planning, procurement and contracts can be provided on an event-

by-event basis.

4.9 This proposed key decision was entered in the Forward Plan on 29 November 2021 and the

necessary 28 clear days’ notice has been given. In addition, the Council’s Constitution requires the

report to be published on the website for five clear days before the proposed decision is approved

by the Cabinet Member. Any representations received during this period must be considered by the

decision-maker before the decision is taken. A further period of five clear days - the call-in period –

must then elapse before the decision is enacted. If the decision is called-in during this period, it

cannot be enacted until the call-in has been considered and resolved.

5 CONSULTATION AND CO-PRODUCTION

5.1 The strategy is a result of the following processes:

Collation of demographic and social insight on the borough.

Identification of existing participation and non-participation levels, trends and demographics

and the network of existing providers.

Alignment with strategic objectives of the borough and of regional & national agencies.

Meetings with key departments followed by internal and external workshops of councillors,

staff and critical friends leading to production of draft strategy.

Draft strategy subject to Lambeth internal scrutiny processes.

Public consultation process – October & November 2021 - online and evening event hosted at

the Town Hall.

5.2 A draft version of this strategy was made available for public consultation between 11 October and

14 November 2021. 93 digital responses were received and 25 people attended a public forum

held at the Lambeth Town Hall. Online respondents were asked to grade 11 objectives set out in

the strategy as being Very Important, Important or Less Important. The following objectives

received the most support:

Maintain and improve our sports centres, swimming pools, parks and open spaces.

Involve more young people in sport and physical activity.

Use physical activity programmes to address challenges such as cardiovascular disease,

isolation, mental health, diabetes.

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At the public consultation event the availability and maintenance of facilities and working with young

people were also identified as priorities by the sports clubs and community organisations in

attendance. In response to the question ‘Where do you think sport and physical activity have the

greatest opportunity to contribute towards Lambeth’s other core objectives?’ online respondents

identified – Public Health Education and Community Safety as areas of greatest potential impact. In

response to the question ‘Do you think the draft Active Lambeth Strategy document will help to

achieve these objectives?’ 65% of respondents answered ‘Don’t Know’ asking for further detail on

implementation plans. This will be an issue that will be addressed by the formation of a Lambeth

Sport Partnership Board and Community Sports Forum which will play an advisory role on the

development of annual implementation plans.

6 RISK MANAGEMENT

6.1 The main risks that impede on the successful delivery of this Strategy are:

Table 1 – Risk Register

Item Risk Likelihood Impact Score Control Measures

1

Covid-19 or other pandemics

limit activity or engagement,

reducing derived benefits

4 6 24

It is not possible to mitigate

against pandemics. Levels

of sport and activity do fall

during period of restrictions

and existing inequalities

are exacerbated. Our

policy and application will

adapt according to

changes in Government

guidance and exercising

outdoor in Lambeth parks

does provide a potential

alternative for many people

2

From 2023 the in-house

management of Lambeth’s

leisure facilities fails to deliver

sufficient revenue to invest into

the delivery of the Activity

Strategy

2 8 16

The financial modelling that

has been carried out

indicates that Lambeth

should benefit financially

from in-house

management of its leisure

services. Project planning

the transition is focused on

operational continuity and

securing existing

memberships using the

example of other local

authorities

3

Engagement with other internal

partners – Public Health,

Education, Transport,

Children’s Services – does not

bring about effective working

relationships

2 4 8

Discussions leading to the

production of the Strategy

have generally been very

constructive. Adoption of

the Strategy and reframing

of Lambeth’s leisure offer

should provide additional

incentive

Page 12

7

Key

Likelihood Very Likely = 4 Likely = 3 Unlikely = 2 Very Unlikely = 1

Impact Major = 8 Serious = 4 Significant = 2 Minor = 1

7 EQUALITIES IMPACT ASSESSMENT

7.1 An Equalities Impact Assessment was completed on 18 January 2022 and approved by the Director

of Environment and Streetscene on 10 January 2022

7.2 The EIA does not foresee any negative impacts on the protected characteristics arising from

adoption of the new Strategy and is appended to the report

8 COMMUNITY SAFETY

8.1 It has long been acknowledged that involvement with sport whether as a diversionary activity or one

which seeks to develop and educate young people can be one of the most effective means of

engagement. Working alongside specialist youth and community agencies this Strategy can

increase the opportunities available to use sport to bring about positive change.

9 ORGANISATIONAL IMPLICATIONS

Environmental

9.1 The Strategy 2022-2027 through encouraging people to be active and to walk, run or cycle will

support the Borough’s transport plan. The development and maintenance of any sport’s facilities will

accord with the borough’s environmental policy.

Health

9.2 The strategy as a core requirement will support the Public Health activity of the Borough by using

its staff, facilities and assets to support initiatives such as GP referrals, obesity interventions such

as Ready Steady Go and the development of appropriate and targeted activity programmes for

groups identified by Lambeth Public Health.

Corporate Parenting

9.3 The Strategy identifies as an objective: ‘Support our most disadvantaged young people and

demonstrate our corporate parenting responsibilities by offering free or low-cost access to sports

facilities and programmes’. Our intention is to build this provision into Lambeth’s leisure offer after

April 2023.

Staffing and accommodation

9.4 The Sports Team is currently located in Brockwell Hall. This is scheduled for redevelopment from

spring 2022 and there will be a need to identify alternative accommodation whether temporary or

longer term.

To implement this strategy and operate with a wider remit addressing public health, safe

communities, education, enhanced promotion of opportunities and the voluntary sector the existing

sports development team of three should increase to six posts. Any increase will form part of the

staffing changes accompanying the move to an in-house leisure service in April 2023, subject to

identification of sufficient budget.

Page 13

8

Responsible Procurement

9.5 The Strategy has no direct procurement implications. The investment actions referred to within the

Strategy will all be subject to separate procurement reports.

10 TIMETABLE FOR IMPLEMENTATION

10.1 If the Strategy is adopted by Cabinet, it will become effective immediately.

AUDIT TRAIL

Consultation

Name/Position Lambeth directorate /

department or partner Date Sent

Date

Receive

d

Comments in

paragraph:

Councillor Donatus

Anyanwu

Cabinet Member for Voluntary

Sector and Leisure 7/03/22 09/03/22 Support

Bayo Dosunmu,

Strategic Director Resident Services 7/03/22 10/03/22 Cleared

Andrew Ramsden,

Assistant Director Finance Finance and Investment 7/03/22 08/03/22 Cleared

Jean-Marc Moocarme,

Legal Services Legal and Governance 7/03/22 09/03/22 Cleared

Sarah Keeble, Democratic

Services Officer Legal and Governance 08/03/22 09/03/22 Cleared

Venetia Reid-Baptiste,

Director of Environment

and Streetscene

Resident Services 04/03/22 07/03/22 Support

Kevin Crook

Assistant Director

Neighbourhoods

Resident Services 23.12.21 04.01.22 Support

REPORT HISTORY

Original discussion with Cabinet Member 08.03.21

Report deadline 08/03/2022

Date final report sent 10/03/2022

Part II Exempt from Disclosure/confidential

accompanying report? No

Key decision report Yes

Date first appeared on forward plan 29.11.21

Key decision reasons 3. Meets community impact test

Background information None

Appendices

Appendix 1 – Active Lambeth Strategy 2022-2027

Appendix 2 – Equalities Impact Assessment

Appendix 3 – Active Lambeth Consultation Report

Page 14

Active Lambeth Strategy 2022–27 102033 (12.21)

Page 15

About this document

Title: Active Lambeth StrategyPurpose: A healthier, happier, safer LambethDate: December 2021Version number: 1Status: DraftImplementation date: February 2022Review frequency: Refresh every 5 yearsNext review date: 2027

Active Lambeth Strategy 2022–27 / page 2

ContentsForeword 3

Introduction 4

Our Vision 5

Our Borough 6

Our Health 14

Our Big Ideas 15

Our Objectives 16

Our Commitment 24

Our Partners 27

Public Consultation 29

Page 16

In 2021 we experienced a summer where we have watched the EURO Football Championships and Tokyo Olympics and

Paralympics. These events and so many others illustrate that there are few forces in our society like sport, capable of engaging people, bringing them together, providing them with a sense of worth, vocation and identity and provoking a communal response. I want to harness the power of sport and activity for the good of Lambeth – not just for the inherent enjoyment it offers participants but to help us achieve our ambitions in public health, transport, the environment, education, employment and particularly the safety of our young people. Even when watching global events it’s possible to look at some of the competitors and identify the importance that grassroots facilities like

the ones we have in Lambeth are to their eventual development. Kye Whyte won a Silver in the Olympic BMX competition but began as a toddler at the track in Brockwell Park and Jaden Sancho sharpened his skills on the 5 a side pitches of Kennington. Most people won’t reach these levels, but their experience of sport and activity might be just as valuable – meaning that they remain healthy, make friends, improve self-confidence, stay clear of negative influences, reduce loneliness or develop values and habits that serve them well in all aspects of life. For these and many other reasons it’s important that Lambeth utilises the power of sport and physical activity as set out in this strategy. I want these benefits to be inclusive – available to all Lambeth’s communities. If that requires us to work in different ways and in new venues, establish innovative partnerships, offer concessions or run targeted programmes – that’s exactly what we should do.

Over the next 5 years we will continue to maintain and improve our parks and sports facilities so that we make it easier and easier to embed the benefits of activity in the lives of Lambeth residents. We will be ambitious in seeking partnerships and investment from national and regional organisations that are finally recognising the value of working with diverse and talented populations. Finally, the ultimate success of this strategy will be dependent upon our relationship with the numerous sports and community organisations that offer opportunities to take part or get involved on a weekly basis. We look forward to working with you.

Foreword

Cllr Donatus Anyanwu Cabinet Member for Voluntary Sector and Leisure


Page 17

Whether this involves a swim at Brockwell Lido, hitting the bag at Brixton Rec, a stroll around Clapham Common or a game of 5 a side at Ferndale, it makes people healthier, happier; it connects generations and communities and can redirect people into more positive ways of living. For this reason, this strategy will look at how Lambeth and its many community clubs and organisations can use this powerful force so that sport and physical activity contributes to the benefit of health, education, inclusion, transport, employment, community cohesion and safety.

Lambeth is a diverse Borough both in terms of the communities that have made it their home and the differences in levels of wealth and deprivation. This strategy will seek to ensure that the benefits of sport and physical activity can be accessed by all our residents.

Why Lambeth wants its residents to be active We want the people of Lambeth to be more physically active because of the benefits to be gained by the individual, the community, and the Borough. A more active Lambeth is also happier, healthier and more productive.

For the individual it can contribute to improvements in strength, balance, movement and motor skills, and help in maintaining a healthy body weight. It can improve the quality of sleep, increase energy levels, promote healthy early years development, reduce unhealthy behaviours like smoking, reduce mortality, contribute to effective pain management and improve the quality of life as we age.

For the community, sport and exercise can provide a way of coming together, making friends and providing a way to interact and integrate by taking part, volunteering and spectating. It can also help reduce

anti-social behaviour in disaffected young people and engage them in a way that few other things can. For the Borough a fitter population is more likely to find and retain employment, live independently with less healthcare required and crime can be reduced. An active environment also makes the Borough a more attractive place to live, work and raise a family.

It’s medically proven that people who do regular physical activity have:

• up to a 35% lower risk of coronary heart disease and stroke• up to a 50% lower risk of type 2 diabetes• up to a 50% lower risk of colon cancer• up to a 20% lower risk of breast cancer• a 30% lower risk of early death• up to an 83% lower risk of osteoarthritis• up to a 68% lower risk of hip fracture• a 30% lower risk of falls (among older adults)• up to a 30% lower risk of depression• up to a 30% lower risk of dementia.

Introduction The experience of living with the challenge of Covid since 2020 has illustrated the importance of sport and physical activity in the lives of individuals and community.


Page 18

To embed the benefits of physical activity and sport into the everyday lives of Lambeth residents.

Our Vision

We will do this by: • Maintaining and investing in our leisure and sports facilities • Making our facilities accessible to all young people • Maximising health and wellbeing opportunities for everyone


Page 19

These are general figures and there will be important variances based on gender, ethnicity, disability, and family affluence. These disparities have been taken into account in developing the strategy, so opportunities are made available to people and communities that have traditionally been left behind.

Lambeth’s facts and stats

This strategy was developed using our understanding of the borough , its people and the challenges faced. we thought it important to understand more about the Borough, its people, and the challenges we face. • The GLA estimate a continued growth of Lambeth’s population from 334,724 to 346,279 in 2028 and has a young age profile – 51 percent of the population are aged 20-44. The average for England is 34%. Lambeth’s ethnic composition is

primarily white (57%). The proportion of the population represented by the Black, Asian and Multi Ethnic community is 43%. • We should be concerned at the health of our children. The Chief Medical Officer’s guidelines for young people recommend doing an average of 60 minutes of activity a day. Nationally only 20 % of children and young people in school Years 1-11 achieve this level. For Lambeth this figure is 18%. This insufficient activity contributes to Lambeth’s high levels of childhood obesity. By age 11, 26% of children are overweight or obese. • We are rightly concerned at issues of community security and the safety of our young people. There were 7,000 incidents of Knife Crime between 2010-20 – London’s third highest total. • The Borough has a corporate parenting responsibility to 850 children in it care or leaving care • Lambeth has the 7th highest population of the

London Boroughs and some of the lowest numbers of playing fields and sports facilities. Clapham common provides the nearest open space for 46,000 people – 20 times the national average. This population density places significant strain on our green spaces • Lambeth had over 2m visits to its Sports and Leisure Facilities in 2019 but the impact of Covid meant that this number dropped to 1m in 2020. 62% of users were white and 38 % Black, Asian and Multi Ethnic • The Sport England Active Lives Survey that takes place twice a year, Lambeth has one of the most active populations in London – 74% of adults are active for at least 150 minutes per week consistently scoring 10% higher than the average for London.

Our Borough Encouragingly the overall figure for Lambeth is that 74% of our adult residents are active (Active Lives Survey November 2020). However, although we have one of the most active adult population in London only 18% of Children are reaching the recommended levels of 60 minutes of activity every day.

26% of children are overweight or obese and only 18% achieve recommended 60 minutes of activity a day

7th London highest population and the lowest numbers of playing fields and sports facilities

1m drop in visits to Sports and Leisure Facilities as a consequence of Covid Pandemic


Page 20

Lambeth Voice Doctor Raj Mitra is a GP at Lambeth Walk Group Practice How important is physical activity in contributing to the overall health of Lambeth residents?

Keeping active is one of the most important ways the body keeps healthy. Exercise is like a magic medicine that sorts things out and helps prevent a lot of illness.

How can sport and physical activity make Lambeth a better place? More people being active would make help inspire others to also become active., the streets, parks and gyms would be hives of activity where people can meet each other and help each other keep well.

What needs to improve? Help those 25% of people that are not active, talk to them, find out what is stopping them from joining in and then co-create activities that they want to do.

Our Borough

“


Page 21

Our Borough

This chart illustrates the comparative differences in the age profiles for Lambeth and London. Lambeth has a slightly lower proportion of 0–19-year-olds, but a significantly higher proportion of young adults aged 25 to 39 years, reinforcing the attractiveness of the area to young professionals.

There are significant inequalities of wealth and health in the Borough. Just under 30% of Lambeth residents live in poverty after housing costs; worse than the London average of 27%. Currently 13,000 children are eligible for free school meals.


Page 22

However, within the Borough deprivation does have an impact on levels of activity with 35% of our most deprived citizens doing less than 30 minutes a week. The consequences of this will be seen in poor health outcomes.

Our Borough Levels of activityMay 19-2090%

80%

70%

60%

50%

40%

30%

20%

10%

0%London AP Lambeth LA

Levels of activityMay 19-2090%

80%

70%

60%

50%

40%

30%

20%

10%

0%

% Levels of activity:

Inactive: less than 30 minutes per week

Fairly active: 30-149 minutes per week

Active: at least 150 minutes per week

Inactive: less than 30 minutes per week Fairly active: 30-149 minutes per week Active: at least 150 minutes per week

% Levels of activity by Where:

Lambeth LA

Decile 1 – Most deprived

Decile 2

Decile 3

Our Borough

Active Lambeth Strategy 2021-2024 / page 8

However, within the Boroughdeprivation does have an impact on levels of activity with 35% ofour most deprived citizens doingless than 30 minutes a week. Theconsequences of this will be seenin poor health outcomes.

24.6%

63.9%

11.3%

17.3%

8.4%

74.3%

17.3%

35.2%

30.9% 27.2%

8.4% 10.9% 11.8% 11.6%

74.3%

53.9%

57.3% 61.2%

102032 (10.21)


80%

70%

60%

50%

40%

30%

20%

10%

0%London AP Lambeth LA


80%

70%

60%

50%

40%

30%

20%

10%

0%

% Levels of activity:

Inactive: less than 30 minutes per week

Fairly active: 30-149 minutes per week

Active: at least 150 minutes per week

Inactive: less than 30 minutes per week Fairly active: 30-149 minutes per week Active: at least 150 minutes per week

% Levels of activity by Where:

Lambeth LA

Decile 1 – Most deprived

Decile 2

Decile 3

Our Borough

Active Lambeth Strategy 2021-2024 / page 8

However, within the Boroughdeprivation does have an impact on levels of activity with 35% ofour most deprived citizens doingless than 30 minutes a week. Theconsequences of this will be seenin poor health outcomes.

24.6%

63.9%

11.3%

17.3%

8.4%

74.3%

17.8%

36.2%

30.9% 27.2%

8.4% 10.9% 11.8% 11.6%

74.3%

63.9%67.3% 61.2%

102032


Page 23

Lambeth Voice Rodney Craig has been one of the Borough’s Sports Development Officers for 23 years. What is your impressions of Sport and Physical Activity in the Borough? People across the borough tend to be extremely passionate and have a strong affection for Lambeth. Things have changed considerably over the years. There’s significant demand for physical activity facilities and engagement, which has put pressure on our service.

If you’ve been involved in coaching or playing – as an individual or as part of a team what gives you greatest pleasure or is your proudest moment? I’ve had the pleasure of watching various young people flourish within that chosen sport. I helped support Kace Bartley who is now a world ranked professional squash player.

How can sport and physical activity in Lambeth make it a better place? Physical activity plays a crucial role, not only through the obvious platforms, but by offering avenues to support mental health and wellbeing, reduce isolation and loneliness.

What needs to improve? We require more football pitches to support the demand in playing facilities and more leisure space that will allow us to help create more community services.

Our Borough

“


Page 24

Lambeth has the seventh largest population in London but some of the lowest numbers of playing pitches. This means that many of our green spaces are under intense pressure to cope with the demands upon them. For this reason areas such as Multi Use Games Areas and other informal spaces are crucial in Lambeth and will be included in the Borough’s forthcoming ‘Outdoor Sports Plan’. The distribution of sports facilities across the borough is indicated on this map.

Our Borough

In comparison with neighbouring Boroughs Lambeth has slightly higher numbers of local authority operated sports halls and swimming pools an above average stock of Tennis Courts and a deficit of Grass Pitches which is only partly relieved by the provision of Artificial Grass Pitches.

0 20 40 60 80 100 120 140 160

Artificial Grass Pitch

Grass Pitches

Outdoor Tennis Courts

Sports Hall

Swimming Pool

Total

Local Authority Sports Facilities in Lambeth and Neighbouring Boroughs by type

Sum of Croydon London Boro

Sum of Merton London Boro

Sum of Southwark London Boro

Sum of Wandsworth London Boro

Sum of Lambeth London Boro


Page 25

Where are we now?

Lambeth has an advantage over many other London Boroughs in that we have a large population that is forecast to continue to grow from 334,724 to 346,279 by 2028 and our age profile is relatively young. Our residents are amongst the most active in London, many of them involved in an impressive network of sports clubs and organisations that reflect our diverse communities. To provide sufficient facilities for this active population in Inner London is a challenge but the Borough manages 90 parks and open spaces and 8 Leisure Centres, five of which were recently built.

Collectively these centres attracted 2m visits in 2019. Our parks and open spaces represent an invaluable and treasured resource and our protection and development of these will be aided by a new Playing Pitch Strategy in 2022. Seventeen of our parks have now achieved national Green Flag accreditation and a 2021 Residents Survey identified that our green spaces are the most important feature in making Lambeth a great place to live. There are 45 sports courts and pitches located on housing land. These range from new artificial pitches to others in a poor state of repair. These sports courts represent important and accessible recreational spaces and will be a focus for the strategy going forward.

Good facilities are only possible with funding, regular maintenance and good management. There has been

a £2.5m investment into sports facilities in our parks since 2014 and this has been matched by £2.2m over the same period into the modernisation and refurbishment of sport centres and swimming pools. Access to these facilities by all sections of community is of key importance to us and for this reason concessions and discounts are offered to Carers, People with Disabilities and Children in Care.

The Borough also operates a Active Lambeth Fund which reinvests revenues from our centres into the work of community sports clubs and organisations. It also supports talented and gifted athletes – prior to the Covid pandemic 94 young people were offered free training passes and 44 financial support. Some of those assisted included Krista Awuan an Athletics u/20 World Bronze medallist and Eden Cheng a European Champion in Diving. Many of our talented athletes are involved in the teams that Lambeth enters each year for the multi-sport London Youth Games.

The challenge of obesity has been made worse for many young people by the inactivity imposed by lockdown. We have responded to this worrying development with programmes like ‘Ready, Steady, Go’ which seek to work with children and their parents on healthy eating and activity programmes. We will also seek to extend the use of sport as a means of engagement and diversion in Lambeth’s Public Health approach to tackling Serious Youth Violence, supporting holiday schemes and the ‘My Ends’ programme. The importance of sport and fitness

has been reinforced by a 2021 survey of Young People in Lambeth that identified it as the most popular activity they like to engage in. However only 48% have access to organised provision, indicating the significant opportunity that still exists to engage many more young people. Looking forward we have plans to introduce new facilities into Brixton Rec and with the financial assistance of the Football Foundation, new artificial pitches are proposed at Brockwell and Ruskin Parks and Clapham Common and reviewing our sports facilities at Kennington Park. A community housing development in Coin Street Waterloo will be accompanied by a new Leisure Centre.

The management of our sports facilities is currentlycontracted out but will be taken back in-house fromApril 2023. We will then be better able to make use of our facilities, staff and assets to directly support the delivery of this strategy and to reinvest income and investment arising from Section 106, Community Investment Fund or the Social Value Programme membership, entry and hire fees into extending and improving the service.

The greatest asset Lambeth has is the people that manage, coach and administer its network of community sports clubs and organisations. The introduction of a Lambeth Sports Partnership Board will provide a means of improving communication and enhancing partnerships with these inspirational organisations.

Our Borough Active Lambeth Strategy 2022–27 / page 12

Page 26

Our Borough

Lambeth Voice Lee Deema is the founder and organiser of the St Matthew’s Project in Tulse Hill What are your first memories or initial impressions of taking part in Sport and Physical Activity in the Borough? I grew up in Tulse Hill, and then Brixton so it would be playing football in the street in Tulse Hill.

What gives you greatest pleasure or is your proudest moment? I’ve been running the St Matthew’s Project in Tulse Hill and Brixton for 17 years so there are many special moments but probably the proudest ones are when a former participant brings their first child along to see you, although it does make you feel old.

How can sport and physical activity in Lambeth make it a better place? With the right structure and role models in place, it can divert young people down a better and safer path at a crucial juncture in their lives.

What needs to improve? Better regulation and due diligence in place around community organisations and more support for organisations to meet any due diligence. Some more facilities would be nice too!

“


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It is well documented that being physically active is beneficial to health and well-being at all stages of life. This includes physical activity opportunities for:

• The under 5s• Children and young people ages 5-18 years old• Adults ages 19 to 64 years old• Older adults 65 years and older.

It will also be important to address local barriers and opportunities to be physically active, and that may impact and exacerbate inequalities including access, affordability, and appropriateness of activities.

Some of these barriers in Lambeth are more likely in certain sections of the population. For example, in: • Low-income households• Lone parent families

• Black and minority ethnic groups• People suffering from health issues• Frail and poor older people• People with disabilities.

In Lambeth, prior to the Covid-19 pandemic:

• About 43% of all children (about 25,000) lived in poverty• Just under 30% of all residents lived in poverty• 26% of children were obese in year 6, which places Lambeth among the highest 25% of local authorities• 50% of all adults were overweight and/or obese• 6% unemployment, which is worse than national average.

Emerging national and local evidence show that Covid-19has dramatically widened inequalities

including newly vulnerable communities and individuals because of the adverse social and financial circumstances created by the pandemic. The groups highlighted are:

• Households with children • Pre-existing inequalities experienced by people with health problems and disabilities have widened• Clinically vulnerable people that may be living in isolation• Adults from minority ethnic backgrounds.

Pockets of socio-economic deprivation can be found borough wide, however, the following wards are highlighted as having higher levels of deprivation: Prince’s, Larkhall, Ferndale, Brixton Hill, Streatham Hill, Oval, Vassall, Coldharbour, Thornton, Tulse Hill, Streatham Hill.

Our Health This strategy will be informed by the most up to date guidance from the Chief Medical Officer (CMO guidance), Public Health England (PHE) and local Public Health evidence.

43% of all children (about 25,000) lived in poverty before Covid-19

50% of all adults were overweight and/or obese before Covid-19

6% unemployment before Covid-19


Page 28

In the next 5 years...

• We will get 260,000 of our residents regularly active • Our most disadvantaged residents have access to free or discounted access to facilities and opportunities • We will work with public health on physical activity programmes iwhere health inequalities are at their highest • We will improve the experience of young people by supporting an increase in levels of sport being played in and between schools and involvement in the London Youth Games• We will propose a capital programme funded by internal and external investment that maintains and develops the Borough’s sport facilities and parks• We will partner with a world class University to raise aspirations in the borough and to offer support to our talented athletes • We will establish a Lambeth Sports Partnership Board to provide a voice for the Borough’s sports clubs and community organisations• We will work with housing agencies to improve the quality of estate based ball courts • We will improve the Borough’s Football Facilities with 3 new artificial pitches at Brockwell and Ruskin Parks and Clapham Common

• We will improve facilities at Brixton Rec and introduce additional leisure activities, increasing levels of attendance and income• We will establish a facility base that will allow club cricket and rugby to be played in the Borough – currently this isn’t possible • We will work with Surrey Cricket Foundation and the ACE Programme to increase diversity by building grassroots cricket provision and talent ID systems in black communities • We will support the crucial work of ‘Lambeth Made Safer’ by employing both Council and Community assets and opportunities to engage the Borough’s most at risk children in positive activity • We will develop a specific programme of girl’s and women’s activity • We will through our Sport, Leisure and Park Facilities create job and apprenticeship opportunities for Lambeth people• We will increase our support to our young athletes and teams to enable Lambeth to be ranked in the top ten of Boroughs at the London Youth Games

Our Big Ideas Active Lambeth Strategy 2022–27 / page 15

Page 29

Their comments and contributions helped us devise this draft of the strategy that we have made available for public consultation. Further revisions and improvements will be made based on the feedback we receive. The final strategy is scheduled to be considered by Lambeth Council in January 2022.

To help structure our strategy we’ve found it useful to employ the same headings as that used by Sport England’s in their recent 10-year strategy ‘Uniting the Movement’. There are 5 big issues identified to which we’ve added a sixth ‘Promote Safer Communities’ which reflects the Borough’s concern to reduce serious youth crime and anti-social behaviour. The time frame of this strategy is December 2021 to December 2026.

Using the research and insight collected on the Borough we developed some outline objectives and tested these at workshops involving some of our key internal and external partners.

Our Objectives

1. Recover and Reinvent

2. Connect with Communities

High level priority actions3. Offer Positive Experiences for Young People

4. Connect with Health and Well Being

5. Provide and Manage Active Environments

In a Borough as diverse as Lambeth it’s important to recognise and support the things that consistently bring people and communities together. In our modern lives, few things can get people out of their houses and interacting with others or the local environment as the prospect of playing sport or taking some exercise.

When we do this so many other benefits for the individual, for families for the community follow and contribute towards making Lambeth a great place to live and work. For these reasons I welcome this strategy and the ambitious targets that we’ve set ourselves.

Andrew Travers, Chief Executive, Lambeth Council

“

”6. Promote Safer Communities

To keep the strategy relevant and responsive an implementation plan will be agreed each year with the Lambeth Sports Partnership Board to ensure progress towards our overall objectives.


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Recover and then increase usage rates of Lambeth sports facilities (Lambeth had over 2m visits to its Facilities in 2019 but the impact of Covid meant that this number dropped to 1m in 2020. Currently there are 20,000 fewer monthly visits than in 2019) Establish a baseline for the annual number of visitors to Lambeth Parks to allow us to set growth targets and ensure inclusive access Increase participation by developing a digital marketing capacity that improves our ability to communicate with participants and potential participants Devise a new Leisure Offer for the Borough that supports the delivery of this strategy when the current management arrangements come to an end

Increase the number of Lambeth Residents that are Physically Active to 80% and decrease those classified as inactive by 5% (19-20 baseline of 74.3% & 17.3%)

Recover and then increase usage rates of Lambeth facilities and parks (Achieve 2,250,000 annual visits to our sports and leisure centres)

1. Recover and Reinvent

We will...

Our Objectives


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Establish a Lambeth Sports Partnership Board that brings together key internal and external stakeholders to advise on the development of sport, participation, and physical activity in the Borough

Introduce a ‘Club Mark’ for the Borough that recognises high quality provision and supports community sports & activity organisations that share our inclusive ethos Undertake research that allows us to develop specific programmes that increase activity and participation rates for Girls and Young Women (61% of Women are active for 150 mins per week)

Support Lambeth’s volunteer workforce by providing them with training, support, recognition and improved opportunities to promote what they do

Provide a voice for Lambeth’s volunteers by establishing the Lambeth Sports Partnership Board

Establish a mutually beneficial formal connection between the local authority and its outstanding community partners

Develop inclusive and innovative sports and activity programmes that engage those that are currently not involved

High level priority actions2. Connect with Communities

We will...

Our Objectives


Page 32

Work with Schools, local GPs and Lambeth Public Health to offer the ‘Ready, Set Go’ programme to encourage exercise and healthy eating to young people and their families.

Agree a concessions policy for the new Leisure Service that provides access for the most disadvantaged in Lambeth

So that young people are not excluded by cost we will achieve a balance in our provision and programming of facilities so that there always options for free play alongside programmed, paid use

From April 2023 we will identify additional and off peak sessions at our sports facilities that young people can access free of charge. To ensure fair use we will staff these where necessary

Help coordinate multiple school fixtures, tournaments, and festivals

Partner with Universities to offer specialist support to young talented Lambeth athletes

Achieve a top 10 ranking within the London Boroughs at the London Youth Games

Support Lambeth’s work to become a UNICEF Child Friendly Community by facilitating sport programmes that improve the mental and physical health of young people Support our most disadvantaged young people by offering free or low cost access to sports facilities and programmes

Reduce inequalities by providing talented Lambeth Athletes with specialist support to fulfil their potential

High level priority actions3. Offer Positive Experiences for Young People We will...

Our Objectives


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Map the clubs, organizations and facilities that are already effective in providing opportunities and seek to support and promote the work that they do

Research and co-develop programmes in Lambeth’s most deprived neighbourhoods with Lambeth’s public health agencies that target reductions in childhood obesity, cardiovascular disease, Isolation, mental health, and diabetes

Identify the opportunities provided by Lambeth’s management of its Leisure Services toidentify apprenticeship, training, and employment opportunities for residents

Identify how Lambeth can work with Public Health agencies to bring about investment into wellness programmes

Working with disability organisations ensure that there is a network of accessible activity opportunities for people with disabilities across the Borough

Develop a programme of activities for older residents delivered in our leisure centres and parks

We will partner with Lambeth’s public health agencies to use the Borough’s assets to achieve health benefits for the vulnerable, inactive and people with disabilities

4. Connect with Health and Wellbeing

We will...

Our Objectives


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Our Objectives

Replace the artificial pitches at Kennington Park and Larkhall and develop projects with the Football Foundation for new artificial surfaces at Brockwell, Ruskin and Clapham Common

Undertake a review of sports facilities at Brockwell Park

Respond to the outcomes of the new Playing Pitch Strategy for Lambeth which will identify supply and demand issues for the borough’s pitches and courts

Undertake an options analysis of facilities at Brixton Rec and other centres to introduce new facilities, increase footfall and income

The increase in physical activity that underpins this strategy will enhance the “Big Shift” programme that seeks to change the physical environment so that walking and cycling become more attractive options

Create a maintenance strategy for our leisure centres to ensure that general repairs can be carried out quickly, minimizing downtime and closures

Maintain and develop attractive parks, sport and recreational facilities. We will develop proposals for inclusion in the Borough’s capital plans

Improve and develop the Borough’s stock of sports courts by partnering with Lambeth Housing, Housing Associations and external funders to improve this network of free, local participation spaces

Secure £2m of external investment into Lambeth’s sports, parks and ball court facilities with the support of a dedicated fund-raiser

Improve Lambeth’s environment by increasing the numbers of people undertaking Active Travel, the use of Healthy Routes and physical activity in outdoor settings

5. Provide and Manage Active Environments We will...


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Our Objectives 5. Provide and Manage Active Environments

It is our intention to continue to develop or refurbish Lambeth’s stock of sports facilities over the course of this strategy. A key principle will be to offer residents a choice between free and casual usage and paid and programmed. We want to do this, so that no one is excluded from sport and activity because they lack the means to pay. Our proposals – subject to the normal planning approvals include the following.

Location

Brockwell Park

Brockwell Park

Kennington Park

Ruskin Park

Stockwell Skate Park

Brixton Rec

Larkhall Park

Clapham Common

Hillside, Streatham Rockery, Rosendale, Vauxhall, Clapham

Venues throughout the borough

Facility

New 9 a side Artificial Football Pitch on the site of the existing Red Gra Pitch

Conversion of the former Lawn Bowls Arena to a multi-sport area including a 5 a side court, a skate park and outdoor fitness equipment

Re-laying of the 4G Hockey Pitch and reopening the facility

Redevelopment of the existing Red Gra Area to include an Artificial Pitch a multi-games area and fitness equipment suitable for use by Teenagers

Renewal and updating of this famous skatepark Renewal of the facility offer at the Rec to include a Family friendly adventure course and climbing areas

Renewal of artificial playing surface at the park

Construction of a new 11 a side artificial pitch on the site of existing Red Gra Surfaces

Upgrade of tennis courts around the borough – resurfacing, line marking, jet washing

We will seek to develop and improve Lambeth’s Network of 45 ball or sports courts located on Estates

Proposed development date

January 2023

June 2023

July 2022

Phased Development starting in September 2022

June 2022

March 2023

July 2022

December 2024

From March 2022

From July 2022


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We will

Our Objectives

Work with specialist agencies to identify how best council and community people, facilities and sports assets can be used to support ‘Lambeth Made Safer’ such as ‘My Ends’ programme, Holiday Schemes, Safe Spaces or after school sports activity.

We will work with Lambeth’s Children’s Services to increase the number of young people that have access to organized community sport provision

In partnership with specialist agencies, we will support ‘Lambeth Made Safer’ to engage vulnerable young people resulting in declines in anti social behaviour and serious youth violence

Provide and support a range of opportunities that divert vulnerable young people into positive activity e.g. After School Sport Activity

6. Promote Safe Communities

We will...


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Our Commitment How will we implement and review the Activity Strategy?

Strategies are easy to write but much more difficult to implement. To assist us to develop action plans, agree targets and review progress we will be establishing a Lambeth Sports Partnership Board. Lambeth will make better and more credible decisions as to its sport and physical activity programmes if provision is based upon evidenced community need and the engagement of internal and external stakeholders. The partnership board can provide a strategic steer, an oversight of progress, enhanced co-ordination and specialist knowledge and expertise. It will be able to hold the Council accountable for the delivery of this Activity Strategy over the next five years.

We will be seeking to recruit members of this Board and an associated Lambeth Sports Forum in early 2022.


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Sustainable Growth

Independence

Resilient Communities

Place

EDI

1 Fair Jobs 2 Affordable Housing 3 Innovative Industries 4 Transport 5 Community Facilities

11 Support for SEND 12 Vulnerable Children and Families 13 13 Mental Health and Wellbeing 14 Health and Support 15 Vulnerable Adults

16 Town Centres 17 Leisure and Culture Facilities 18 Housing Quality 19 Parks and Green Spaces 20 Environmental Impact

Be passionate about Equality, Stragthening Diversity, delivering Inclusion

6 Early Years 7 Life-long Learning 8 Serious Youth Violence 9 Early Intervention and Resiliency 10 Community Assets

The Borough has set itself 20 Goals to achieve its objectives. The areas highlighted below are where we believe sport and physical activity can make a contribution.

Our Commitment Active Lambeth Strategy 2022–27 / page 25

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Here are some of the ways in which this strategy will contribute to the Borough’s wider objectives.

Fair Jobs – Lambeth is assessing management models for its sports facilities from April 2022. This transition could provide opportunities for meaningful, fairly paid jobs, training and apprenticeships

Transport & Environmental Impact – Lambeth’s aspirations to increase sustainable transport and become carbon neutral will be aided by increasing the number of residents that walk, run or cycle regularly. We believe by the active promotion of activity we are more likely to achieve Lambeth’s target of 70% of residents reporting x2 10-minute periods of active transport for the previous day

Serious Youth Violence – Ensuring the safety of young people is vital for their future and that of the Borough. This strategy can play a part in making best use of the power of sport to engage young people at risk when other approaches may have proved to be ineffective. Sport working in conjunction with other services can play a role in reducing the number of first-time entrants into the criminal justice system and reoffending.

Vulnerable Children, Families and adults – The Borough rightfully seeks to support families and individuals that are struggling. This strategy will ensure

that concessions and discounts to opportunities and facilities will be made available to those that need them most. Sport and physical activity will be key components of the Holiday programmes that keep children engaged and fed.

Mental Health and Wellbeing – Research shows that physical activity can also boost self-esteem, mood, sleep quality and energy, as well as reducing the risk of stress, depression, dementia and Alzheimer’s disease. This strategy will support the mental health and well being of residents by getting more people of all ages active, more of the time. Health and Support – This strategy will align with the Borough’s public health objectives and can contribute to maintaining and improving the health of Lambeth residents specifically in relation to obesity, heart disease, stroke, diabetes and kidney disease.

Town Centres – Our facilities are key components and contributors to the health of Lambeth’s Town Centres. Brixton Rec, Streatham and Clapham Sports Centres all play a role in making these areas more welcoming and providing a venue where differing communities mix and gain an experience of each other thus becoming more cohesive. We have exciting

plans to renew the facilities in the Rec and for the development of a new sports centre in Waterloo

Community Assets /Leisure and Cultural Facilities/ Parks and Green Spaces – Following the Pandemic we believe that we can resume and then exceed the number of visits to our sports centres, swimming pools and parks. For a Borough as densely populated as Lambeth its important that the Borough’s investment programme ensures that access to high quality facilities is maintained and extended. Our Parks were graded to be the best in London in 2020, achieving 17 Green Flag Awards and played a vital role in Lockdown and in March 2021 90% of residents reported that they had visited a Lambeth park in the last month – these are standards that we wish to maintain. We have 45 ball and sports courts on our estates offering many young people regular and accessible spaces to play. The success of these spaces contribute to safer and cohesive communities.

Equality, Diversity and Inclusion – This strategy is informed by research that illustrates where deprivation and inequality exists in the borough. The responses as set out will target those communities that need greater support to access the benefits of being active. This approach will enhance diversity and inclusion.

Our Commitment Active Lambeth Strategy 2022–27 / page 26

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Sport England’s 10 Year Plan ‘Uniting the Movement’ – The Lambeth Activity Strategy has adopted the same structure as Sport England’s strategy as we share the same vision.

Recover and Reinvent – Recovering from the biggest crisis in a generation and reinventing as a vibrant, relevant, and sustainable network of organisations providing sport and physical activity opportunities that meet the needs of different people.

Connecting Communities – Focusing on sport and physical activity’s ability to make better places to live and bring people together.

Positive Experiences for Children and Young People – An unrelenting focus on positive experiences for all children and young people as the foundations for a long and healthy life.

Connecting with Health and Wellbeing – Strengthening the connections between sport, physical activity, health and wellbeing, so more people can feel the benefits of, and advocate for, an active life.

Active Environments – Creating and protecting the places and spaces that make it easier for people to be active.

The new London Sports Strategy has the aspiration to make London the most active city in the world. It has two main outcomes: getting inactive and less active adults active and helping young Londoners to develop positive physical activity habits for life.

The Mayor of London plan – Sport Unites’ has a focus on community sport to improve social integration in London. MOPAC (Mayor’s Office Policing and Crime) produced a Police and Crime Plan 2017–21. This has a focus on ‘Keeping children and young people safe’ and undertaking preventative work of which sport and physical activity has a part to play in engaging and diverting some young people at risk.

The London Cycling Campaign ‘Healthy Streets Scorecard’ provides a useful indicator as to levels of Active Transport. Lambeth is rated 9th in terms of walking and fifth for cycling in comparison to other London Boroughs in 2021.

There are also clear alignments with the national strategies set out by the ECB, FA and RFU to engage and involve new or neglected communities in club sport and to make this possible with a prioritisation of facility development in areas of deprivation and need.

We believe in its outlook, approach and objectives Lambeth’s Activity Strategy also aligns to the following plans and strategies. This alignment will provide opportunities to establish partnerships and make a case for investment.

Our Partners Active Lambeth Strategy 2022–27 / page 27

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Lambeth Voice Imran Azeez is an employee at Dwaynamics Boxing Club. The club was set up in response to a tragic knife crime and is designed to steer at-risk youth away from gang-culture, and violence, and see a positive future. What are your first memories or initial impressions of taking part in Sport and Physical Activity in the Borough Growing up there were limited opportunities to do so, which lessens the likelihood of developing young athletes or steering young people into sport and physical activity that are coming from disadvantaged backgrounds.

What gives you greatest pleasure or is your proudest moment? I took part in Borough sports when I was in year 4 – doing tag rugby. It was an exciting experience having people cheer you on and supporting the team when we were beating our opponents. For a young person that’s a sensational feeling and had there been more opportunities to continue down that path I would have.

How can sport and physical activity in Lambeth make it a better place? It engages young people in something outside of their usual environment or the confines of school, allowing them to interact with different types of people and developing their skill sets in the process.

What needs to improve? More role models and session leaders are needed that the youth can identify with; as well as feel valued by. This means employing people that have a passion for what we are trying to achieve.

“


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A draft version of this strategy was made available for public consultation between 11 October and 14 November 2021. We received 93 digital responses and 25 people attended a public forum held at the Lambeth Town Hall. Online respondents were asked to grade 11 objectives set out in the strategy as being Very Important, Important, Less Important. The following objectives received the most support. • Maintain and improve our sports centres, swimming pools, parks and open spaces• Involve more young people in sport and physical activity • Use physical activity programmes to address challenges such as cardiovascular disease, isolation, mental health, diabetes

At the Public Consultation event the availability and maintenance of facilities and working with young people were also identified as priorities by

the sports clubs and community organisations in attendance.

In response to the question ‘Where do you think sport and physical activity have the greatest opportunity to contribute towards Lambeth’s other core objectives?’ online respondents identified – Public Health Education, Community Safety as areas of greatest potential impact.

In response to the question ‘Do you think the draft Active Lambeth Strategy document will help to achieve these objectives’ 65% of respondents answered ‘Don’t Know’ asking for further detail on implementation plans. This will be an issue that will be addressed by the formation of a Lambeth Sport Partnership Board and Community Sports Forum who will play an advisory role on the development of annual implementation plans.

For further information please contact Dermot Collins, [email protected]

Public Consultation


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Proposal Title *

Active Lambeth Strategy

Author

Dermot Collins

Please provide name of lead author and/or those within project team who may be required to contribute to this assessment

Who will sign off the assessment?

Venetia Reid‐Baptiste

Please indicate who will be involved in approving this assessment. This will need to be signed off by the Director

Q1a. What is changing?This five‐year strategy identifies how sport and physical activity can be usedby Lambeth to contribute to the Borough’s objectives in education, publichealth, transport, parks, community safety, to reduce serious youthviolence, improve the environment as well as for its own inherent value. Itsets out how best we can use our staff, facilities and assets in conjunctionwith our community partners for the good of the borough so that thesebenefits are more universally shared by our residents. The strategy identifiesthe barriers that currently exists for some residents to access sport andactivity. It proposes measures to develop or facilitate provision thatovercomes issues of health, household income, being in care, being a carer,age, gender or available opportunity. Although there is existing provisionthere is unequal access or take up of opportunities or services and thisstrategy will provide a focus on addressing inequality. For instance although74 % of Lambeth's residents are considered to be active based on SportEngland's Active Lives Survey the least active are the most deprived and doless than 30 minutes of activity a week. This has an impact on public health.

This strategy seeks a recognition of the contribution that sport and activitycan play in supporting Lambeth's wider aims and support for specificobjectives that will foster a healthier, happier, more cohesive Borough.

What is the most significant or key change taking place? Can you indicate the type of change in your response ﴾e.g.policy/decision/strategy/ service/procedural/ geographic/procurement etc.﴿ so it is clear what is being equalitiesassessed? Why is this change happening? What do you aim to achieve? Can you clearly indicate what decision‐makersare being asked to take a decision on?

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Read more

Here you will need to describe clearly and briefly what this change is about ﴾i.e. service change, policy review/update,decision﴿? Compared against what we do currently, what will be different? Can you explain what will happen if this isapproved and when will it be implemented? How will the EIA inform your business case, tender specification, forexample?

Q1b. Who will be involved in approving this decision?Kevin Crook, Venetia Reid Baptiste, Bayo Dosunmu from Resident Services.Cllr Donatus Anyanwu for Voluntary Sector and Leisure

Who else will be involved in signing‐off this decision?

Read more

Please detail any project sponsors, ﴾Head of Service, Directors cabinet member/s, legal, partners﴿ Note: Any reportsthat go to anyone needing to take decisions must refer to this equalities analysis so they can consider the effects ofthe proposals on different groups before and during decision‐making.

Q2a. What do we know about the people who will be impacted by thischange?The process for the development of this strategy has involved the collationof extensive insight resulting from both Desk study and consultation withkey stakeholders. The process of developing this strategy has been;

Collation of demographic and social insight on the boroughIdentification of existing participation and non participation levels,trends and demographics and the network of existing providersAlignment with strategic objectives of the borough and of regional &national agenciesMeetings with key departments followed by internal and externalworkshops of councillors, staff and critical friends leading toproduction of draft strategyDraft strategy subject to Lambeth internal scrutiny processesPublic consultation process – Oct & November 20212 ‐ online andevening event hosted at the Town Hall Key aspects of consultation feedback fed into revised strategy draft

This strategy has therefore been informed by a thorough analysis ofLambeth, its people and current provision of sport and Activity. Forinstance;

In Lambeth, prior to the COVID‐19 pandemic about 43% of allchildren ﴾about 25,000﴿ lived in poverty. Just under 30% of all residentslived in poverty. 50% of all adults were overweight and/or obese. 6%

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unemployment, which is worse than national averageThe following wards have higher levels of deprivation: Prince’s,Larkhall, Ferndale, Brixton Hill, Streatham Hill, Oval, Vassal,Coldharbour, Thornton, Tulse Hill, Streatham Hill.Within the Borough deprivation does have an impact on levels ofactivity with 35% of our most deprived citizens doing less than 30minutes a week.As of May 20 40 % of people with disabilities were doing less than 30minutes activity a weekIn year Nov – 19‐20 levels of activity ﴾ >150 minutes a week﴿ for male& female residents were the same – 74%. More females were inactive ﴾< 30 minutes a week﴿ @ 17%. In relation to Lambeth’s Sports Facilities usage figures by gender are49% male and 51% femaleIn July 2021 usage of Lambeth’s facilities was 62 % White and 38 %Black and Multi Ethnic attendees. Lambeth’s overall population figuresof 57 % white and 43% Black and Minority EthnicData is not currently available to breakdown Lambeth's activity ratesby ethnicity but for London Mixed and White Other adults continue tohave the highest activity levels, while Asian ﴾excluding Chinese﴿, Blackand those with other ethnic origins are the least likely to be active.

A digest of collated insight can be provided upon request. This hasprovided good information on Age, disability race/ethnicity, religion/ belief,gender,, health, socio‐economic status but gaps exist in the areas of genderreassignment, pregnancy and maternity, sexual orientation, language.

What does your information tell you about the people who will affected by this change? Are protected groupsimpacted? What information do you hold on the protected characteristics of the people affected by the change? ﴾Age,disability, gender reassignment, pregnancy and maternity, race/ethnicity, religion or belief, gender, sexual orientation,health, socio‐economic, language﴿ Are there any gaps or missing information?

Read more

Q2b. How will they be impacted by the change?Description ofPositiveImpacts:Document how

the policy supports each

limb of the PSED. The duty

to:

Description ofNegative Impacts:List any

mitigations where the

policy may not:

No ImpactIf it is

clear there is no

impact, you should

still explain your

assertion that there is

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Protected

Characteristics

to:

Eliminate

discrimination,

harassment, and

victimisation

Promote and advance

equality of

opportunity

Promote and foster

good relations

Eliminate

discrimination,

harassment, and

victimisation

Promote and

advance equality of

opportunity

Promote and foster

good relations

no impact on a

specific people with

protected

characteristics. Please

also consider

vulnerabilities within

groups with

protected

characteristics e.g.,

social mobility and

geography.

Age

We will extend the

opportunities available to

older and younger residents

– making them more visible,

undertaking positive

independent activity

None Foreseen

Sex

The strategy has an objective

to ‘Undertake research that

allows us to develop specific

programmes that increase

activity and participation

rates for Girls and Young

Women ﴾61% of Women are

active for 150 mins per

week﴿

None foreseen

Sexual orientation

The service will be welcome

and accessible to LGBTQ+

clubs, organisations and

individuals and address any

issues arising from

discrimination or exclusion

None foreseen

Race

The strategy will focus on

health and deprivation and as

such intersectional issues

will mean a focus on specific

communities that are or

have been historically

excluded. In the use of

Lambeth’s own facilities

usage needs to reflect the

diversity of the Borough

None foreseen

Disability

The strategy has an objective

to Working with disability

organisations ensure that

there is a network of

accessible activity

opportunities for people with

disabilities across the

Borough

None Foreseen

The strategy will focus on

health and deprivation and as

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Protected

Characteristics

Description ofPositiveImpacts:Document how

the policy supports each

limb of the PSED. The duty

to:

Eliminate

discrimination,

harassment, and

victimisation

Promote and advance

equality of

opportunity

Promote and foster

good relations

Description ofNegative Impacts:List any

mitigations where the

policy may not:

Eliminate

discrimination,

harassment, and

victimisation

Promote and

advance equality of

opportunity

Promote and foster

good relations

No ImpactIf it is

clear there is no

impact, you should

still explain your

assertion that there is

no impact on a

specific people with

protected

characteristics. Please

also consider

vulnerabilities within

groups with

protected

characteristics e.g.,

social mobility and

geography.

Religion or belief

such intersectional issues

will mean a focus on specific

communities that are or

have been historically

excluded. In the use of

Lambeth’s own facilities

usage needs to reflect the

diversity of the Borough

None Foreseen

Gender

reassignment No known Impact

Pregnancy and

maternity No known Impact

Marriage and civil

partnerships[1] No known Impact

Age See above

Sex See above

Socio‐economic

﴾education, income

level, housing

tenure﴿

A recognition of barriers

arising from socio –

economic barriers are

central to this strategy

None Foreseen

Health

A recognition of barriers

arising from poor health

barriers are central to this

strategy

None Foreseen

Language Potential exclusion of those

for who English is not a

spoken or written language

Is there evidence

of the potential for

intersectional

discrimination, e.g.,

older women,

disabled ethnic

minorities, men with

caring

responsibilities, etc?

Yes – for this strategy to be

effective it has to recognise

intersectional discrimination.

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Would you assess the impact as positive, adverse, neutral? Do you have any uncertainty about the impact of yourproposal? Is there a likelihood that some people will more impacted than others? Can you describe the ways in whichthey will be affected? How might this change affect our ‘general duty’

Read more

Q3a. How do you plan to promote and deliver any positive impacts of theproposal?Sport and Activity provides many excellent opportunities to displayexamples of fairness, equality and positive relationships. As our service wewill seek to improve our working relationship with communications so thatthere is better exposure of these examples. We will also seek to develop ourown capacity for digital engagement with Lambeth residents. We will reportour progress to the Lambeth Sports Partnership Board.

The provision of Leisure Service and the Activity Strategy will need toachieve a balance between the offer of a universal service to all residentsand targeted work with those that are excluded and disadvantaged. Thiswill require a process of prioritisation.

We will measure and monitor progress using the following approaches;

Identification of KPIs in Annual Implementation plan and feedback fromparticipants.

Over the 5 years of the strategy use Sport England’s Active Lives Survey tomeasure changes in female activity levels

Increase the network of identifiable LGBTQ+ organisations with which wework

Active Lives provides an indication of the activity levels of different ethnicgroups and this allows for the development of targeted provision oradvertising. We are able to measure the ethnicity of the membership ofLambeth’s Sports Facilities and achieving a reflection of the Borough’s makeup will be a target.

Identification of KPIs in Annual Implementation plan and feedback fromDASL on Lambeth Sports Partnership Board

If strategy and research identify the need to work with specific religiousgroups then KPIs will be identified.

Over the 5 years of the strategy use Sport England’s Active Lives Survey tomeasure changes in activity levels of different socio‐economic groups

We will work with Lambeth Public Health to identify suitable KPIs

When developing targeted programmes be aware where use of additional languages will

be of assistance in fostering participation. Use of Lambeth’s language services

How might the principles of fairness, equality of opportunity and positiverelationships be further promoted as a consequence of this proposal? Howdo you propose to measure your positive outcomes and the benefits outlined

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to find out if these have been achieved?

Read more

Is there a possibility that you will need to treat certain people differently, to enhance positive outcomes because of

greater need; disadvantage; experience of less favourable outcomes, etc.? What opportunities exist to support

Lambeth’s statutory duty to promote equalities? How does this contribute to your departmental service plan and/or

the council’s corporate priorities?

Q3b How do you plan to address and mitigate any negative impacts of theproposal?Extending opportunities for sport and activity is fundamentally a positive,beneficial activity and it is difficult to discern obvious negative impacts. Thegreatest challenge comes with resourcing a strategy that potentialaddresses everyone in the Borough and its clear that prioritisation will berequired. From the public consultation process ‐ both online and at thepublic forum ‐ certain priorities were identified that will influence thedelivery and sequencing of the strategy. These were;

Maintain and improve our sports centres, pools, parks andoutdoor spaces Involve more young people in sport and physical activity Use physical activity programmes to address challenges such ascardiovascular disease, isolation, mental health, diabetes

The production of annual implementation plan produced in conjunctionwith the Lambeth Sports Partnership Board will provide strategic direction,prioritisation and SMART targets

What impact has this evidence had on what you are proposing? What can you do differently that might lessen theimpact on people within the timeframes i.e. development‐implementation? Who can help you to develop thesesolutions?

Read More

What actions can you take to reduce the impacts that you have identified? Are your actions SMART?

Specific, significant, stretching

Measurable, meaningful, motivational

Agreed upon, attainable, achievable, acceptable, action‐oriented

Realistic, relevant, reasonable, rewarding, results‐oriented

Time‐based, time‐bound, timely, tangible, trackable

Who will be responsible for making sure these happen? How can you show you have taken these steps? Whatevidence can you provide? Please note developing mitigating actions is an essential part of the EIA process. Theseshould comprehensive and clearly align with the issues identified. If there are significant negative impacts withoutmitigation it is the responsibility of the decision maker/sponsor to challenge and request officers go back to thedrawing board.

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Q4. How will you review/evaluate your proposal, mitigating actions and/orbenefits? Who will be responsible for this?The agreement of the strategy will be followed by the production of anannual implementation plan and responsibility for progressing the plan willthen devolve down into the individual work programmes of the Lambethsports team. Progress against these responsibilities will then be monitored.There will also be a responsibility to report on progress four times a year tothe Lambeth Sports Partnership Board and to a Community Sports Forum.An assessment of progress will inform the production of a year 2implementation plan.

Who will you be accountable to for the above actions/outcome? How will those responsible know these actions haveworked? What performance indicators will you use to demonstrate this? Are there any other forms of evidence you canuse to support this assessment of their effectiveness?

Read more

Section to be completed by Sponsor/Director/Head of Service

Outcome of equality impact assessment

Read more

No adverse impact, no change required ‐ No potential for discrimination or negative impact identifiedopportunities to promote equality addressed Low adverse impact, minor adjustment needed ‐ Adjustments needed to address negative impact all actionsdetailed within Q3a

Significant adverse impact, further action required ‐ The analysis has identified some potential for negativeimpact or some missed opportunities to promote equality which it may not be possible to mitigate fully. If you planto continue with proposals you will need to be satisfied that your officers have shown due regard and taken allnecessary steps ﴾as detailed within Q3a﴿ to remove and/or alleviate any negative impacts ﴾e.g. gatheringsupplementary data, consultation, specific action taken, etc.﴿ to better promote equality and have included thesewithin any implementation and/or service plans. It may be advisable to seek further advice including legal, wheresignificant impact has been found. Unlawful in/direct discrimination, stop and rethink ‐ Equality analysis shows actual or potential unlawfuldiscrimination. Do not proceed.

Comments from Sponsor/Director/Head of Service

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Submit for approval

Submit for approval

When you are ready for the assesment to be reviewed by your Director, please select'Submit for Approval' from the drop down. ﴾Or select Resubmit if requesting approval after arejection﴿

Executive Approval

Approved

For Directors: Please use the drop down to Approve or Reject the Assessment. ﴾You will needto click 'Edit Item' at the top of the form to do this﴿

Attachments102033 ALS Decmber 21.pdf

Collated Lambeth Insight .docx

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Consultation on

Lambeth’s Sport and Physical Activity Strategy

Consultation Report November 2021

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2 | P a g e

1. Introduction

1.1 Background Sport and physical activity are powerful and positive forces in our borough. The value of them has

been demonstrated in the tough times we have lived through providing health and well-being, a

sense of belonging, escapism and enjoyment.

1.2 Our proposals Our proposals are contained within the draft Active Lambeth Strategy 2021-2026.

2. The consultation

2.1 Consultation objectives The purpose of the consultation was to establish how best to use our staff, facilities and assets in conjunction with our community partners for the good of the borough. Our outline plans are contained within a five-year strategy with the aim that sport and physical activity can be used for the benefit of education, public health, transport, parks, community safety and to reduce serious youth violence. The views expressed through the consultation process will be used to develop and improve the strategy and to identify the priorities that are most important to the borough’s residents.

2.2 Who we consulted We consulted with:

Residents

Providers of sports and physical activity

The voluntary and community sector

Ward councillors

2.3 When we consulted We consulted between 11 October and 14 November 2021.

2.4 How we consulted We consulted via an online survey hosted on the council’s consultation page.

2.4.1 Digital activity The consultation was promoted via emails to those who have opted to receive consultation

updates, as well as to those on the ‘Community Roundup’ list. In addition, it was promoted via

Twitter and Facebook.

2.4.2 Print activity There was no specific print activity.

2.4.3 Event activity We ran a face to face drop-in session in the evening of 2 November.

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3 | P a g e

3. Responses from members of the public We received 93 responses to the survey.

3.1 Summary of results Q1 ‘In terms of sport and physical activity within the next five years, how important do you think

the following priorities are?’

The percentage of respondents who considered these to be very important or important are

shown in brackets with the three most well supported statements showing in red

Maintain and improve our sports centres, swimming pools, parks and open spaces (97.85)

Reduce the percentage of children who are measured to be obese by the age of 11

(currently 26%) (90.32)

Involve more young people in sport and physical activity (94.62)

Provide more opportunities for older Lambeth residents to remain fit and socially

engaged (91.4)

Target sports programmes on young people more at risk of getting involved in anti-social

behaviour or serious youth crime (91.4)

Support Lambeth’s sports clubs and community organisations to deliver opportunities

(90.32)

Establish a Lambeth Sports Partnership Board to provide a voice for sports clubs and

community organisations (75.27)

Get more people walking, running or cycling to decrease our carbon footprint and help

the environment (83.87)


isolation, mental health, diabetes (92.48)

Regenerate Brixton Rec (67.03)

Develop specific programmes to offer attractive opportunities for women and girls

(90.32)

Q2 ‘Where do you think sport and physical activity have the greatest opportunity to contribute

towards Lambeth’s other core objectives?’

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4 | P a g e

3.2 Summary of demographics Equal numbers of men and women responded to this survey.

62% of respondents described themselves as White British, 9% as White Other, and 6% as Black

British Caribbean.

17% of respondents stated that they had a disability.

3.3 Additional comments Q3 ‘In your own words, please let us know what Lambeth should be focusing on in terms of sport

and physical activity in the next five years’

82 people answered this. A number of people felt it was important to focus on improving existing

facilities:

‘Improving facilities and access should be 90% of the focus’

‘Renovate facilities, add lighting and canopies and indoor facilities’

Others felt that accessibility and inclusivity were key factors:

‘Making it accessible and less intimidating for people who might not be traditional gym users to

take part in sports activities’

‘Equal opportunities for all groups of people to be active and do sports’

There were some comments relating to specific types of facilities:

‘The Brixton Rec needs investment’

‘Please manage the ice rink so that teams can continue to play ice hockey’

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5 | P a g e

‘I’d love to see cricket nets put into those parks and commons that don’t currently have them’

Q4 ‘Do you think the draft Active Lambeth Strategy document will help to achieve these’

Q5 ‘Why do you think this?’

51 people answered this.

Some people felt more detail was required:

‘Need more detail about how Lambeth will run the leisure/sports facilities’

‘Not clear enough plans to be able to tell. Seems more focused on sport than other activities’

Others expressed broad support:

‘The draft strategy picks up all the points I wanted to see’

‘There has been great consideration taken into speaking with the right stakeholders and this

comes across throughout’

Q6 ‘If you would like to comment on the Active Lambeth Strategy document, please do so here’

Comments included:

‘I am encouraged by what I see here but I really want to see more emphasis on supporting

infrastructure across the borough’

‘I would like to take the opportunity to flag the importance of giving a platform to less popular

sports’

‘Keep it simple, and fun. Being active does not need a lot of kit and gyms. It just needs to be

movement’

4. Responses from statutory bodies and other stakeholders

London Sport Commented ‘- ‘There has been great consideration taken into speaking with

the right stakeholders and this comes across throughout’

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5. What happens next

The draft Lambeth Activity Strategy will be amended to reflect the views expressed in the

consultation. Specifically

• Both the online and public consultation exercise emphasised the importance of the council

maintaining and developing its stock of facilities. The need for longer term planning to

achieve this was highlighted.

• The priorities expressed in the consultation will be represented in the draft strategy. These

were

Maintain and improve our sports centres. Pools, open spaces and parks

Involve more young people in sport and physical activity


isolation, mental health, diabetes

• The areas of the council services that could benefit most from engagement will be identified

- Education, Community Safety and Public Health

• The strategy will provide additional guidance on how and when detailed implementation

plans will be devised to progress objectives.

A revised strategy will be produced incorporating this feedback. The final strategy will progress to

Cabinet approval in February 2022.

Appendix A – Consultation communications [Insert press releases, stakeholder emails and letters, posters, leaflets, the consultation document,

the consultation questionnaire, website screen grab, etc.,]

An email inviting comments of the strategy was sent out to all Community Sports Clubs and

organisations identified in Lambeth’s Database

Appendix B – Consultation distribution area [Include borough, ward or other map showing the distribution area]

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7 | P a g e

All the Borough

Appendix C – List of stakeholders consulted

168 Sports or Community organisations were contacted and asked to contribute to the consultation

Elected members Name

Lambeth councillors Cllr Anwanyu, Davie, Leigh, Dickson, Winifred

MPs

MEPs

London Assembly Members

Police and health authorities

Metropolitan Police

London Fire Brigade

London Ambulance Service

NHS Lambeth CCG

Voluntary and community sector groups

BME groups

Disability groups DASL and 363

LGBT groups

Faith groups

Older people groups

Children’s groups Lambeth Youth Council and Children’s Services Survey of Young People

Carers groups Carers for Carers

MIND

Age UK

Debt relief charities

Other stakeholder or partners

Gas, electricity and water suppliers

Telecommunication providers (BT, etc.,)

The public forum event on November 2nd 2021 attracted representatives from the following

organisations Little Giants Volleyball, Brixton Bulls, London Sport, Vauxhall City Farm, ACE

Programme, Brixton BMX, CEFI, South American Volleyball, Moving Matters, Fulham Foundation,

Tennis in the Park, Sapphire Ministries, Streatham Chiefs Ice Hockey, Big CIC, Protouch, Streatham

Storm Women’s Ice Hockey Club.

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CABINET 21ST MARCH 2022

Report title: Lambeth’s Climate Action Plan

Wards: All

Portfolio: Leader of the Council: Councillor Claire Holland

Report Authorised by: Eleanor Purser and Sara Waller: Strategic Directors for Sustainable

Growth and Opportunity

Contact for enquiries: Hannah Jameson, Assistant Director for Sustainable Development and

Climate Change Response, Sustainable Growth and Opportunity, 020 7926 6918,

[email protected]

REPORT SUMMARY

This report recommends that Lambeth Council, as the democratic body for the borough, formally adopts

the Climate Action Plan. The Climate Action Plan is a borough-wide response to the climate and ecological

emergency. It presents a vision of a climate resilient, just and thriving borough that has successfully played

its part in mitigating climate change and preparing for the climate impacts we will inevitably experience. It

describes the impact climate change will have on Lambeth and goals that the council, its partners and

communities will need to work towards to achieve that vision.

FINANCE SUMMARY

The Climate Action Plan sets out the vision for the borough to reach Net Zero by 2030. As this is a borough

wide Climate Action Plan, the financial cost of reaching this target will need to be further developed in

2022.

RECOMMENDATIONS

1. To adopt Lambeth’s Climate Action Plan and to agree to work with Lambeth’s partners, communities,

regional and central government to implement the actions necessary to achieve the climate goals.



1. CONTEXT

1.1 In 2019 Lambeth Council declared a climate and ecological emergency. The declaration

acknowledged the scale of the climate crisis and the threat that global warming poses to our

livelihoods, environment and communities. It called on the council to play a leadership role in building

partnerships across the borough to help achieve net zero by 2030 and to develop a comprehensive

action plan that also took account of the need to adapt to the changes we are already experiencing

in our climate.

1.2 The Climate Change Act 2008 set a mandatory greenhouse gas reduction target for the UK of 80%

by 2050, amended to 100% in 2019. In December 2020, the National Audit Office highlighted the

critical part that local authorities will play in delivering carbon net zero, noting that, “[t]here are

333 principal local authorities and 10 combined authorities (as well as the Greater London Authority)

in England, between them providing a range of services to people in their areas which impact on net

zero, such as transport planning, social housing and recycling and waste services.”

1.3 Localities have a unique role in responding to the climate emergency. Their relationships allow them

to develop climate actions with local people and take account of local needs; they can convene a

wide range of organisations to come together to develop joint approaches; and through their

democratic functions provide meaningful accountability. However, boroughs like Lambeth cannot

respond to the climate emergency alone. To meet the goal of net zero by 2030, local areas need the

powers, resources and support from central government and the commitment to invest in

decarbonising and adapting the national infrastructure that local areas rely on.

1.4 The development of the CAP has been led by a group of organisations, now formed into the Climate

Partnership Group. These organisations recognise their role in providing leadership on climate to

their workforces, audiences, customers and local residents. We need to work together to have an

even greater impact, to move faster, to learn quicker, to find the resources needed, and to ensure

climate action benefit our local population. The Climate Action Plan is the framework to enable this

collaboration and to provide accountability.


Developing the Climate Action Plan

2.1 In May 2021 Lambeth held its first citizens’ assembly on the climate crisis. Over 6 weeks, 47

residents drawn from across Lambeth’s communities learned about climate change and possible

solutions, and considered the impacts these would have on their families and neighbourhoods. The

assembly members worked together to develop a set of recommendations for how the borough

should respond to the climate crisis and also proposed a set of principles by which decision-makers

in Lambeth should develop climate policy and make decisions.

2.2 The recommendations were wide ranging, covering issues such as transport, buildings and energy,

food and waste. The assembly also made recommendations on how the council and its partners

should work, emphasising the importance of governance, accountability and transparency. On 22nd

September, these recommendations were presented to a meeting of the Full Council by members

of the assembly, and accepted by that body, as well as representatives from partner organisations

who took part in the assembly’s steering group, including TfL and the Business Improvement

Districts.

2.3 The council’s political administration committed to responding to the recommendations in full through

the publication of a Climate Action Plan (CAP). The recommendations from the assembly were not

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just directed to the council, but to organisations across the borough who had a role to play in reducing

emissions, including residents. Therefore, the council began a process of engagement in the autumn

of 2021, to share the recommendations with these groups and to begin to develop a response.

2.4 Through the engagement process the council brought together our anchor institutions (such as

universities, hospitals, foundations and housing associations), infrastructure providers, voluntary and

community groups representing those most impacted by climate change, environmental groups,

developers, trades unions, and businesses. Over the course of this engagement over 1,000

comments were submitted through the Climate Action website, bringing local knowledge and

expertise to the development process. Together, these organisations and residents considered what

role they could play in responding to the recommendations, and helped develop the vision, themes

and goals.

2.5 Out of this engagement process a group of organisations has come together to form the Lambeth

Climate Partnership; a group of organisations with a longstanding presence in the borough and a

commitment and responsibility to work together to reduce emissions and help build climate

resilience. This includes Lambeth Council, King’s College Hospital, Guy's and St. Thomas' NHS

Foundation Trust, Guy's and St. Thomas' Foundation, King’s College London, LSBU Group, National

Theatre, Hyde Housing Association, Southbank Centre, Metropolitan Thames Valley Housing

Association and Lambeth Schools Partnership. The Climate Partnership will work with climate

experts and community groups to ensure Lambeth achieves its goal of a more sustainable and just

future.

2.6 The Citizens’ Assembly recommendations emphasised the importance of accountability and

transparency. Throughout the development of the CAP Lambeth has benefited from the advice and

guidance of a range of experts – on climate policy, sustainable development, community

engagement and climate solutions. We would like to continue this practice by establishing an

independent advisory group. The group will review the actions and progress being made towards

the goals, and provide advice on how this could be strengthened.

2.7 Climate solutions developed by communities will often work best for those communities. We have

also referred to the importance of ensuring that the voices of those people most exposed to climate

impacts are heard in the development and implementation of our CAP. To do this, we will establish

a community climate action forum to bring together organisations working with communities to share

learning, support greater action, and collectively deliver on the ambitions of the CAP

Lambeth’s Climate Action Plan

Why we need to take action

2.1 People across Lambeth are already responding to the climate crisis. Our own residents survey

shows the high level of support for action, and the commitment people have to making changes in

their own lives. Lambeth is fortunate to have businesses that recognise the importance of preparing

for climate change and playing their part in reducing emissions through their supply chains, products

and services. We have large institutions who acknowledge the importance of providing leadership

on climate, in some cases nationally, but also locally to their workforce and surrounding communities.

We also have a strong network of civil society organisations who have worked for decades

developing climate solutions with communities, campaigning to ensure the voices of those impacted

by climate change are heard, and educating and empowering others to take action.

2.2 Yet our own analysis suggests that as a borough we are still not on track to meet net zero by 2050,

let alone 2030. Flooding, continued excess deaths and hospital admissions associated with poor air

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quality and high temperatures suggests we are still not adequately prepared for the climate impacts

that are likely to become more frequent. We need to do more.

2.3 At the same time the last two years has brought the extent of inequality in the UK into sharp focus.

We are acutely aware that sudden shocks, such as pandemics, floods or energy price rises, do not

affect us all equally. We do not have the same ability to prepare and insulate ourselves from a

changing climate, and do not have the same freedoms to make low carbon choices, be that how we

heat our homes, the food we eat, or how we travel.

2.4 Despite these challenges, throughout the development of the CAP we heard repeatedly of the

benefits and opportunities that climate action offered; that by taking action on climate we could help

to create new businesses and employment; that it could help to improve the quality and comfort of

our buildings, including homes; that it could improve our health by making active travel easier or

improving air quality.

2.5 The Climate Action Plan is a way for us to present a hopeful vision of the future of the borough, one

where we have achieved a just transition to a low carbon economy, played our part in averting the

worst of the climate crisis, and adapted well to a changing climate.

Focus of the Climate Action Plan

2.6 The CAP focuses on 5 areas of climate action, listed below. Within each of these areas the CAP

describes the challenge we face locally, and a set of goals we need to pursue to be net zero

compatible and improve the borough’s resilience to climate change while achieving a series of co-

benefits. These areas of focus arose from the evidence base, engagement and recommendations

from the citizens’ assembly.

a. Adaptation

b. Buildings and energy

c. Transport

d. Waste, consumption and food

e. Biodiversity and environmental quality

2.7 Across the themes set out above there are 20 measurable or observable goals. These are

challenging goals that if achieved, will make a significant difference to Lambeth’s future. The plan

makes clear that no one organisation can achieve these goals alone. They are goals that will require

the commitment and action of numerous organisations and individuals, including central and regional

government. The plan is also clear on the support – through policy, funding and delivery of enabling

infrastructure – that Lambeth will need to achieve these goals. The CAP will therefore form the basis

of our engagement and lobbying of government on climate policy.

2.8 As importantly, the CAP includes three core principles that have helped shape the plan, and will

guide the development of subsequent implementation and future decisions on climate. These are

fairness, impact-focused and collaboration. These principles are drawn from the recommendations

of the citizens’ assembly, and their reflections on how to achieve a just transition for Lambeth.

Next steps

2.9 The publication of the CAP is an important milestone in the borough’s climate action. The vision and

goals will help to align different organisations’ climate action, encourage collaboration and identify

shared challenges where we will need to innovate and find new solutions.

2.10 The next priority will be to establish the governance arrangements described in 2.4 to help develop

the plans for implementation and provide leadership and accountability. They will be supported in

their role by a climate impact and measurement framework that will also be developed this year. This

framework will help to track the borough’s progress toward the CAP’s goals, identify priority areas

for action, and facilitate learning.

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2.11 There will also need to be further work to assess the costs of the CAP, and how these costs can be

met. This is a plan for the whole borough; the cost of reaching Net Zero will require investment from

individuals, and organisations as well as significant investment from central government. However,

we are clear that this work must be driven by the principles of the CAP, and that to achieve a just

transition those with the fewest resources must be asked to contribute the least.

Contract Management

2.12 N/A

3. FINANCE

The action plan attached to this report outlines a variety of actions and outcomes that would be required

for the Council and its partners to achieve its Net Zero objectives. Further work is required before the

cost of achieving the Council’s objective is known but it is already clear that the cost is likely to be

many billions of pounds. Clearly this vastly exceeds the funding that the Council can directly make

available from its own resources and thus to achieve the Council objectives will require very significant

amounts of funding becoming available from other sources, be that other public sector bodies, such

as central government or private sector sources. For context the entire Council capital programme for

the period 2020 to 2025 is £370m.

Cabinet made an allocation of £20,150,000 in July 2020 for Energy, Flood Prevention and Climate

Change Response Infrastructure. Alongside an allocation of £44,178,000 for transport and public

projects across the borough. These budgets have been supplemented with grant funding received in

the intervening period. The Council will need to target its available budget where it has most impact

either by acting as match funding to pull in external grants or by contributing to projects that draw in

other investment.

The report also identifies some potential financing solutions in Section 5. These need to be viewed as

an early list of options on which further work is required to determine whether they are realistic options

for the Council bearing in mind factors such as the level of funding likely to be generated, the cost of

implementing, the policy decisions required to implement and the risk profile to the Council. It is likely

that some of these solutions will not be appropriate for the Council and that other options emerge over

time.


4.1 There are no immediate legal implications arising from the recommendation in this report and the

associated plan. As aspects of that plan fall for delivery and where the need arises, legal advice on

the implications will be provided.

5. CONSULTATION AND CO-PRODUCTION

5.1 The CAP has been created following Lambeth’s Citizens’ Assembly on the Climate Crisis. Between

May and July 2021, 47 Lambeth residents, selected to reflect the borough’s population, came

together as part of the Assembly through online workshops and activities delivered over six weeks.

The assembly members developed a set of 13 recommendations for the borough to reduce carbon

emissions to net zero. These recommendations, alongside key principles for change, have been

incorporated into this plan. During the development of the Climate Action Plan a series of dedicated

workshops, interviews and other engagement events were held to co-create the vision for Lambeth

in 2030 and start exploring how collective action could begin to achieve this. This encompassed key

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https://beta.lambeth.gov.uk/lambeths-citizens-assembly-climate-crisis/recommendations

partners and those providing leadership in the borough such as housing associations, Business

Improvement Districts and smaller businesses, large businesses, charities and funding bodies,

healthcare providers, educational and academic institutions, trades unions, and arts and cultural

institutions. The co-creation process also engaged voluntary and community organisations, including

faith groups, charities for younger and older people in the borough, organisations working with

refugees and minority groups, as well as environmental groups and community-based cultural

societies.

6. RISK MANAGEMENT

6.1 The main risks that impede on the successful delivery of borough wide collaborative climate action

are:


Item Risk Likelihood Impact Score Control Measures

1

Risk that the pace of

implementation of the CAP is

not sufficient

3 4 12

The Climate Partnership

Group will begin work to

develop implementation plans

to achieve the CAP’s goals. A

measurement framework will

allow the partnership to track

progress and take mitigating

actions.

2

Insufficient resources and

policy to achieve the CAP’s

goals

3 8 24

Financial analysis will be

developed to understand the

resource requirements for the

CAP and suitable financing

options. The council and

partners will continue to

engage closely with

government to influence

climate policy.

3

Lack of support for the CAP and

implementation of climate

actions

2 2 4

The CAP has been co-created

to ensure it responds to a wide

range of stakeholder priorities.

The governance and ongoing

engagement will help to

ensure climate actions are co-

created and understood by

Lambeth’s residents and

businesses.

Key



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7. EQUALITIES IMPACT ASSESSMENT

7.1 Everyone in Lambeth will be affected by climate change, but the effects will not be felt equally, with

those who are least responsible often worst affected by the impacts. The Lambeth Annual Public

Health Report 2020 (APHR) identified a number of factors that put people at greater risk of being

negatively impacted by climate change. This included age (very young and very old); pre-existing

health conditions; socioeconomic status (poverty); race and ethnicity, particularly as it intersected

with the other characteristics.

7.2 The report explained that those who were least able to adapt to a changing climate were most likely

to be negatively impacted. Access to finance impacts on the ability to adapt. Almost 90,000 residents

are living in poverty once housing costs are taken into account, and 20% of people in Lambeth are

paid below the London Living Wage. There are 37,000 people living with illness or disability and over

half of our residents aged 75 and above have a limiting health condition. Deprivation limits options

to adapt homes and recover from climate events such as flooding, and research tells us that climate

events are likely to amplify existing inequalities. Climate change risk can intersect with existing

inequalities, meaning that women, multi-ethnic groups, older and younger people, and disabled

people are also more likely to be vulnerable to the impacts of climate change and climate policy.

These factors are interconnected, and anyone with multiple vulnerabilities are more likely to

experience worse health impacts. We recognize that climate change is likely to exacerbate existing

inequalities, and therefore climate actions must work hard to help reduce this.

7.3 The feedback from the EIA panel included ensuring that our climate action focused on those groups

most at risk, and ensuring that we are open, inclusive and accountable in our policy-making.

Alongside ensuring that we hear the voices of residents from across the borough who may not

traditionally engage with climate issues. To ensure that the voices of those people most exposed to

climate impacts are heard in the development and implementation of our CAP, we will establish a

community climate action forum to bring together organisations working with communities to share

learning, support greater action, and collectively deliver on the ambitions of the CAP. In creating this

forum we have ensured that all protected characteristic are represented to ensure that inclusive

climate action is at the heart of all decision making.

7.4 The key findings of the EIA are that the delivery of a Climate Action Plan can realise many other

benefits for residents across the borough. While there are no adverse impacts associated with the

CAP, to ensure that this remains the case, the principles of Fairness, Impact and Collaboration will

need to be adhered to and monitored closely. The implementation plans for the Climate Action Plan

will be subject to individual EIAs as the CAP moves towards delivery.

8. COMMUNITY SAFETY

8.1 N/A

9. ORGANISATIONAL IMPLICATIONS

Environmental

9.1 The aim of the CAP is to improve the environment, through reducing emissions and increasing green

infrastructure and biodiversity in the borough. Through bringing key partners together, the CAP will

serve to ensure that we meet our ambitions and play a role in reducing emissions to Net Zero for the

borough by 2030 alongside adapting to the changing climate.

9.2

Health

9.3 The co-benefits of climate action are well documented. The actions we take to respond to climate

change can contribute to broader goals we have for our borough, such as improving health and

wellbeing, increasing prosperity and opportunity, and reducing inequality. The goals set out in this

CAP are intended to contribute to these wider goals and maximise the benefits of climate action for

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local people. Actions to reduce our emissions will also improve our air quality, resulting in fewer

instances of asthma, better overall health and longer livelihoods in Lambeth. By upgrading and

insulating our buildings and energy systems we can lower energy bills, improve comfort and living

conditions, and reduce our exposure to the impacts of uncertain energy prices. Improving our roads

and streets by reducing the number of vehicles and congestion and creating safer cycling and

walking routes will help us move around the borough more easily, quickly and cheaply, whilst

considering the needs of people who require access to a vehicle. Creating more green space in the

borough filled with trees, plants and wildlife will help keep our buildings cooler during heat waves,

which particularly impact the older people, children and people with existing health conditions. It also

provides more opportunities for us to spend time in nature, such as through food growing or outdoor

exercise, which benefits our mental and physical health. Reducing our waste can help us save

money, and sharing and repairing items rather than buying new and throwing away can bring us

together and create stronger communities.

Corporate Parenting

9.4 N/A


9.5 There are no potential staffing or accommodation implications arising from this report


9.6 There are no immediate procurement implications arising from this report

9.7 N/A

10. TIMETABLE FOR IMPLEMENTATION

10.1 The table below details the stages and deadlines for implementing the recommendations:

Activity Proposed Date

Date published on Forward Plan 10 January 22

Cabinet Decision 21 March 22

End of Call-in Period (key decisions only) 25 March 22

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AUDIT TRAIL

REPORT HISTORY

Original discussion with Cabinet Member August 2021

Report deadline 09.03.22

Date final report sent 09.03.22


accompanying report? No

Key decision report Yes

Date first appeared on forward plan 10.01.22

Key decision reasons

1. Amendment to the Community Plan Outcomes

Framework or requires Council to amend the Budget

and Policy framework

Background information

Citizens' Assembly Report | Lambeth Council

Climate action plan | Lambeth Council

Appendices

Appendix A – Climate Action Plan

Appendix B – Equalities Impact Assessment

Name and Position/Title Lambeth Directorate Date Sent Date

Received

Comments in

paragraph:

Councillor Claire Holland

Cabinet Member for

Climate Change and

Sustainability

03.03.22 07.03.22

Informal Cabinet 24.02.22 24.02.22 Throughout

Management Board 09.02.22 09.02.22 Throughout

Sara Waller & Eleanor

Purser Strategic Director

Sustainable Growth and

Opportunity 04.03.22 09.03.22 Throughout

Matthew Gaynor, Finance Finance and Property 14.02.22 08.03.22 Throughout

Jean-Marc Moocarme Legal

Services Legal and Governance 14.02.22 22.02.22 Throughout

Wayne Chandai,

Democratic Services Legal and Governance 14.02.22 23.02.22 Throughout

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https://beta.lambeth.gov.uk/lambeths-citizens-assembly-climate-crisis/citizens-assembly-report

https://beta.lambeth.gov.uk/environmental-services/climate-change-impact-plans/climate-action-plan

Proposal Title *

Lambeth Climate Action Plan

Author

Theresa Greene

Please provide name of lead author and/or those within project team who may be required to contribute to this assessment

Who will sign off the assessment?

Rob Bristow

Please indicate who will be involved in approving this assessment. This will need to be signed off by the Director

Q1a. What is changing?The Climate Action Plan ﴾CAP﴿ is a borough wide strategy which will guidestakeholders across the borough from the public, private and third sectors,together with our communities, to drive towards the overarching goal ofachieving carbon net zero by 2030, as well as adapting to the climatechange that is already happening. The CAP involves five key themes eachwith four goals which together set the course towards net zero and a moresustainable future. The CAP has been co‐produced following extensiveconsultation with a variety of sectors and with the input of the majoremitters in the borough, who will also be forming the governance panel﴾referred to as the Climate Partnership Group﴿ to take principalresponsibility for the delivery of the CAP going forward. The CAP is alsoheavily influenced by the findings and recommendations of last year'sLambeth Citizen's assembly and its principal themes of fairness, impact andcollaboration. The Council will clearly be a key stakeholder in theimplementation of the CAP which will now follow. Although given that theCouncil is ultimately only responsible for a small part of the borough'soverall carbon emissions, the CAP is intended to be jointly owned by all keystakeholders in the borough, and act as a call to action for individuals toplay their part in the transition to net zero.

What is the most significant or key change taking place? Can you indicate the type of change in your response ﴾e.g.policy/decision/strategy/ service/procedural/ geographic/procurement etc.﴿ so it is clear what is being equalitiesassessed? Why is this change happening? What do you aim to achieve? Can you clearly indicate what decision‐makersare being asked to take a decision on?

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Read more

Q1b. Who will be involved in approving this decision?The following people will be involved in approving the Climate Action Plan.• Cabinet – the CAP is being presented for decision at cabinet on 21stMarch • Rob Bristow ‐ Director, Planning, Transport and Sustainability

Who else will be involved in signing‐off this decision?

Read more

Q2a. What do we know about the people who will be impacted by thischange?There are approximately 325,000 residents and c14,000 businesses in Lambeth. Everyone will be

affected by climate change, but the effects will not be felt equally, with those who are least responsible

often worst affected by the impacts. The Lambeth Annual Public Health Report 2020 ﴾APHR﴿ identified a

number of factors that put people at greater risk of being negatively impacted by climate change.

These included age ﴾very young and very old﴿; pre‐existing health conditions; socioeconomic status

﴾poverty﴿; race and ethnicity, particularly as it intersected with the other characteristics.

The report explained that those who were least able to adapt to a changing climate were most likely

to be negatively impacted. Access to finance impacts on the ability to adapt. Almost 90,000 residents

are living in poverty once housing costs are taken into account, and 20% of people in Lambeth are

paid below the London Living Wage.

There are 37,000 people living with illness or disability and over half of our residents aged 75 and

above have a limiting health condition. Deprivation limits options to adapt homes and recover from

climate events such as flooding, and research tells us that climate events are likely to amplify existing

inequalities.

Climate change risk can intersect with existing inequalities, meaning that women, multi‐ethnic groups,

older and younger people, and disabled people are also more likely to be vulnerable to the impacts

of climate change and climate policy. These factors are interconnected, and anyone with multiple

vulnerabilities are more likely to experience worse health impacts.

In creating the CAP, we built upon the recommendations of the Citizens’ Assembly and held a number

of workshops with key stakeholders. This including meeting with disabled people and young people to

feed their ambitions for climate action into the Citizens’ Assembly and subsequently the CAP. In

addition, during the CAP development process we held workshops with groups representing people

of faith, young people and older people and asked for feedback online. During this engagement there

was extensive discussion of how both climate change, and climate mitigation policy could impact

different communities in Lambeth, including those sharing protected characteristics. Several themes

emerged:

Fairness: Fairness was a key theme which emerged. Assembly members frequently talked about

a new awareness of the issue of fairness in working to address climate change. They reflected

that the contributions of members affected by disability access issues helped them to

understand the impact changes in transport infrastructure in particular can have on disabled

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people.

Opportunity: Climate Action represents the opportunity to create something better than

before, which is focused on quality of life and meaningful social connections. This can provide

opportunities to particular communities across Lambeth.

Participation: There were concerns around meaningful input and engagement in the changes

which will happen. The Citizens’ Assembly was recognised as exemplary in this aspect but the

desire was to ensure that this was not lost in the implementation of climate action. There were

particular concerns that people with disabilities are not valued enough in decision‐

making that engagement can be tokenistic

Just transition: Ensuring that there are good green jobs and economic opportunities for all of

the borough’s residents was a priority, particularly for people with disabilities and young

people. They did not want voluntary work to be the default option

Unintended consequences: Some groups engaged found that policy changes can have

unintended on certain groups in Lambeth. This was particularly the case when those groups

may not have engaged with the Council. Ensuring representation in decision making will be key

to preventing this from happening

Climate implementation plans and policy will need to have independent EqIA’s undertaken for each key

policy, strategy or implementation decision, to ensure individual actions taken contribute towards a

more equitable borough.

The biggest risk from climate change in Lambeth is inaction. If we do not act, then existing inequalities

will be exacerbated, and our communities will not have the resilience to cope with climate shocks. At

the same time, with as with any policy change, we need to ensure that it does not have unintended

consequences. Following inaction, there are three main risks from climate change in Lambeth, these

are heat, floods and poor air quality.

Lambeth is the fifth most densely populated borough in England and Wales with an average of 12,020

residents per square kilometre with limited green space. 31% of our residents live in areas of high

deprivation. These factors mean our residents are more at risk of heat exposure and the Urban Heat

Island effect than people living in rural areas. The Urban Heat Island effect ﴾UHI﴿ is whereby heat is

absorbed and retained in the artificial surfaces that make up our buildings, roads, pavements and

other urban structures. The urban heat island effect means that cities the size of London can be up to

10°C warmer than surrounding areas, and therefore a greater proportion of our residents are more

exposed to the health risks of hotter temperatures than people living in rural areas or with access to

gardens. Extended high temperatures put the health of our residents at risk.

Up to 70% of Lambeth residents live in flats. London wide, by the 2030s, three in four flats are

projected to experience indoor temperatures over 28º in heat wave scenarios. Noise, air pollution and

high crime deter people from opening their windows, which leads to even higher indoor temperatures.

Increased rainfall also raises the risk of surface water flooding across the borough ‐ a type of flooding

which happens when rainwater overflows drainage systems and cannot soak into the ground fast

enough. Impermeable surfaces such as roads, pavements, buildings and driveways, exacerbate the risk

of all types of flooding. There are current gaps in our data in terms of understanding the capacity of

communities across Lambeth to adapt and the goals set out in this CAP strive to rectify this.

Vulnerability to flooding is associated with: the capacity to mitigate a flooding incident especially

individual mobility and ability to make decisions, resulting in older people and people with mental

health and disability being at high risk. It is also associated with the capacity to adapt to the risk.

Households on low income are less likely to have insurance and enough resources to renovate after a

flooding incident, and are also more likely to be impacted by transport disruption

The APHR also identified air quality as a climate change risk. Air pollution and climate change influence

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each other through complex interactions. Increasing levels of greenhouse gases can lead to

temperature changes that change the chemical composition of the atmosphere

People who are most vulnerable to poor air quality are:

• Unborn babies, children and older people;

• People with existing heart or lung conditions;

• Overweight people; and

• People in poorer working and living conditions.

There is a strong correlation with socio‐economic inequalities. Those on low incomes tend to live in

environments where they are more exposed to air pollution, for example from busy roads or in

unhealthy housing and are less likely to be able to afford to move home. There is a specific goal in the

CAP to break the association between inner London living and poor air quality.

What does your information tell you about the people who will affected by this change? Are protected groupsimpacted? What information do you hold on the protected characteristics of the people affected by the change? ﴾Age,disability, gender reassignment, pregnancy and maternity, race/ethnicity, religion or belief, gender, sexual orientation,health, socio‐economic, language﴿ Are there any gaps or missing information?

Read more

Q2b. How will they be impacted by the change?The aim of the CAP is to help protect Lambeth and its residents from the adverse impacts of climate

change and to play our part in reducing global emissions. The key principles of fairness, effectiveness

and collaboration are intended to ensure that as we implement our climate action plan, we are doing

so in a way that reduces inequality, maximizes co‐benefits and promotes the voice of those most

impacted by climate change in decision making.

We recognize that climate change is likely to exacerbate existing inequalities, and therefore climate

actions must work hard to help reduce this. We can do this by ensuring that we focus our climate

action on those groups most at risk, and ensuring that we are open, inclusive and accountable in our

policy‐making. While we are not able to set out the equalities impacts of individual climate actions

﴾these are yet to be developed﴿, we can describe how the CAP’s actions and principles have been

developed to help reduce inequality, and the ways that this might work in practice.

In total there are 20 goals set out across 5 themed areas; Buildings and Energy, Transport, Food

Consumption and Waste, Biodiversity and Environmental Quality and Adaptation. The actions we take

to respond to climate change can positively contribute to broader goals we have for our borough,

such as improving health and wellbeing, increasing prosperity and opportunity, and reducing

inequality. For example in Adaptation, we specifically recognise that we need to build adaptative

capacity across our communities and improving businesses and communities’ ability to prepare and

respond to climate shocks. Building this capacity will reduce climate vulnerability for communities

across Lambeth. In addition, we have a goal around the delivery of a borough wide heat mitigation

plan to reduce the risk of extreme heat impacts on vulnerable groups for example older people,

children and people with underlying health conditions.

We have also included a specific goal to eliminate fuel poverty to help direct the council and partners’

focus on retrofitting low‐income homes first, and ensuring that the approach to retrofitting reduces

fuel costs. This will also improve indoor air quality and reduce exposure to market fluctuations in

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energy prices.

Actions to decarbonize our buildings and transport will also improve our air quality, resulting in fewer

instances of asthma ﴾particularly for children﴿, better overall health and longer livelihoods in Lambeth.

We have included several goals that focus on improving our roads and streets by reducing the

number of vehicles and congestion and creating safer cycling and walking routes. This will help

everyone move around the borough more easily, quickly and cheaply, whilst considering the needs of

people who require access to a vehicle.

In our Biodiversity and Environmental Quality goals, we recognise the role that greenery plays in

residents mental and physical well being. Creating more green space in the borough filled with trees,

plants and wildlife will help keep our buildings cooler during heat waves, which particularly impact the

older people, children and people with existing health conditions. It also provides more opportunities

for us to spend time in nature, such as through food growing or outdoor exercise, which benefits our

mental and physical health. Spending time in nature and in particular in biodiverse spaces has been

shown to reduce aggression and improve cognitive functioning in children. By setting a target on the

proximity to green space in Lambeth, we can ensure all of our residents can benefit from access to

high quality green infrastructure. This will be even more important in areas which have been identified

as having nature deficits in the borough.

The goals in Consumption, Waste and Food recognise that systemic alongside individual change is

needed. Reducing our waste can help residents save money, and sharing and repairing items rather

than buying new and throwing away can bring residents together and create stronger communities. All

of these actions will have a positive impact on Lambeth communities. As a local authority we have a

duty to support the creation of Strong, Safe & Prosperous Communities. The creation of this CAP is one

part of our role in delivering on this. By focusing on the impacts of the vulnerable in our borough, we

can improve life for everyone but have an additional positive impact on those who are most

vulnerable.

The majority of the 14,000 businesses in Lambeth are SME’s. Due to their size, they are particularly

vulnerable to climate shocks and changing policy. To ensure that businesses are brought along the

journey we have worked closely with the Businesses Improvement Districts to understand their

ambitions around Net Zero and some of the challenges they face. We are specifically working with

students in KCL to support the Bids to understand the opportunities and challenges for their business

communities. As the economy transitions to a low carbon economy, we need to ensure our business

community are empowered to take opportunities to benefit from this. We have been working with

Sustainable Ventures to offer support packages to sustainable diverse businesses in Lambeth to grow

their businesses and reach their potential, alongside a bootcamp for Lambeth business to reach Net

Zero. All of these initiatives will increase Lambeth’s business community’s resilience as we transition

towards Net Zero.

The governance structures which will be established are intended to ensure that those who are most

impacted have voice and influence in policy development, and that we are able to monitor any adverse

impacts. Through the development of the CAP, the council has worked closely with a group of

organisations who have a significant leadership and stewardship role in the borough. These

organisations have agreed to join Lambeth’s first climate partnership. Each has agreed to help lead

and oversee the implementation of the CAP, recognising their shared interest and responsibility in

ensuring the borough’s future. For the implementation of the CAP we will establish an independent

expert advisory group, comprising experts on climate policy, sustainable development, community

engagement, equity and climate solutions The group will review the actions and progress being made

towards the goals, and provide advice on how this could be strengthened.

To ensure that the voices of those people most exposed to climate impacts are heard in the

development and implementation of our CAP, we will establish a community climate action forum to

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bring together organisations working with communities to share learning, support greater action, and

collectively deliver on the ambitions of the CAP. In creating this forum we have ensured that all

protected characteristic are represented to ensure that inclusive climate action is at the heart of all

decision making. All of the three groups above will form the governance of the CAP to ensure that the

principles of the CAP are adhered to e.g. Fairness, Collaboration and Impact.

Would you assess the impact as positive, adverse, neutral? Do you have any uncertainty about the impact of yourproposal? Is there a likelihood that some people will more impacted than others? Can you describe the ways in whichthey will be affected? How might this change affect our ‘general duty’

Read more

Q3a. How do you plan to promote and deliver any positive impacts of theproposal?A communications plan will be in place for the launch of the climate action plan. Alongside this we are

working closely with our partners to deliver shared communications on the CAP to maximise reach and

impact. A big focus on the development of the CAP has been on the inclusive and collaborative nature.

The focus on communicating this will be the same. The governance structures set out will be used to

ensure that we have a large reach across our communities. We also want to ensure that all parts of the

borough see their place in the CAP, from employees in Lambeth, to business owners, residents to

leaders of faith groups and community organisations, there is a role for everyone to play in delivering

upon and sharing the goals of the CAP. As so many groups and organisations have been directly

involved in the creation of the CAP, there will be a vested interest in sharing the CAP through local

networks across Lambeth. We will also be working with our school’s networks to reach school children

and their families across Lambeth. Through raising awareness on the solutions to climate change we

can galvanise local communities and provide them with the tools and information to tackle the climate

crisis alongside those in the borough with larger carbon footprints. The CAP sets out a number of

principles to follow when considering climate action. These are Fairness, Impact‐focused and

Collaboration. The actions we take to respond to climate change can contribute to broader goals we

have for our borough, such as improving health and wellbeing, increasing prosperity and opportunity,

and reducing inequality. The goals set out in this CAP are intended to contribute to these wider goals

and maximise the benefits of climate action for local people.

How might the principles of fairness, equality of opportunity and positiverelationships be further promoted as a consequence of this proposal? Howdo you propose to measure your positive outcomes and the benefits outlinedto find out if these have been achieved?

Read more

Q3b How do you plan to address and mitigate any negative impacts of theproposal?There are no negative impacts identified with the CAP. However, we must recognize that both climate

change and mitigation policy have the potential to exacerbate or create new inequalities. Our

approach to reducing negative impacts in future climate policy is:

Adherence to the principles set out in the CAP

Robust governance that includes the voice of those most impacted by climate change

Ongoing engagement and collaboration with partners and communities

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Transparency and accountability through governance and reporting

EqIAs to accompany individual decisions

What impact has this evidence had on what you are proposing? What can you do differently that might lessen theimpact on people within the timeframes i.e. development‐implementation? Who can help you to develop thesesolutions?

Read More

Q4. How will you review/evaluate your proposal, mitigating actions and/orbenefits? Who will be responsible for this?A measurement and evaluation framework is currently being developed. This will be put together in

2022 with the ambition of ensuring that the qualitative and quantitative targets can be measured and

evaluated in terms of impact. The Climate Partnership group will review the proposed framework to

ensure that it is fit for purpose. In terms of internal governance, the usual governance procedures will

be followed to ensure that the framework put in place is adequate to ensure the trajectory towards

Net Zero is on track and that there are no unintended consequences.

As mentioned above, the governance of the CAP will additionally involve ﴾alongside the principal

governance panel of the Climate Partnership Group of major emitters﴿, an Expert Advisory Panel, and a

community forum panel ‐ both of which will provide advice and feedback on the CAP to the Climate

Partnership Group, and work, amongst other matters, to ensure that monitoring of progress is robust

and transparent.

Who will you be accountable to for the above actions/outcome? How will those responsible know these actions haveworked? What performance indicators will you use to demonstrate this? Are there any other forms of evidence you canuse to support this assessment of their effectiveness?

Read more

Section to be completed by Sponsor/Director/Head of Service

Outcome of equality impact assessment

Read more

Comments from Sponsor/Director/Head of ServiceThe CAP is designed to address climate change and deliver an equitable

Page 79

transition to net zero and a more sustainable future. People with protectedcharacteristics are at the heart of these considerations as evidence showsthat many people with protected characteristics will be effecteddisproportionately by climate change. Accordingly the CAP is designed tocounteract that imbalance and to deliver positive impacts for people withprotected characteristics. Overall, as set out above, the CAP is notconsidered to give rise to adverse impacts for people with protectedcharacteristics. Nevertheless, the detailed policies, strategies and planswhich will now be developed to implement the CAP will each require anEQIA going forward to ensure that equalities impacts are carefullyconsidered at each stage of the process going forward.

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1


Report title: Council and Homes for Lambeth Joint Delivery Plan

Wards: All Wards

Portfolio: Deputy Leader (Planning, Investment and New Homes), Councillor Matthew Bennett

Report Authorised by: Eleanor Purser and Sara Waller, Co Strategic Directors for Sustainable

Growth and Opportunity

Contact for enquiries: Tom Branton, Director of Regeneration and Housing Growth

[email protected]

REPORT SUMMARY

Homes for Lambeth (HfL) is a house-building company and Registered Provider (housing association),

set up and fully owned by Lambeth council to build and manage homes on council land for local families.

There are currently over 38,000 households on the council’s waiting list for social housing (including

5,900 tenants waiting to transfer and over 3,150 households in temporary accommodation, including

more than 4,500 children, who the council provides with temporary accommodation every night. This

housing crisis is being addressed by building more homes, especially genuinely affordable homes for

council rent.

Delivery of the programme has continued with the completion of 80 new homes, start of construction at

Hydethorpe Road and Roman Rise, and Lambeth’s planning committee has approved four schemes

taking the number of consented homes to 253 with a further 268 under consideration by the Local

Planning Authority. HfL continues to support the council’s approach to tackling the climate crisis and has

been recognised for its great approach to sustainable design.

This Cabinet Report presents a progress update on the approved HfL Business Plan for 2020-23 (the

‘Business Plan’), Cabinet Member Delegated Decision Report (CMDDR), 30 March 2020 and Council

and HfL Joint Delivery Plan (‘JDP’). The main objectives for the coming year are also set out.

FINANCE SUMMARY

The Joint Delivery Plan includes finance updates on each of the areas of activity that make up the plan

and an update and commentary on the programme viability statement that was included in the March

2020 CMDDR, which is a key indicator for the programme. The updated statement indicates that the

programme remains financially viable, based on information available at the time of writing the report.

RECOMMENDATIONS


2

1. To note the progress update contained in the Joint Delivery Plan, which is Appendix A to this

report, on the recommendation of the Ownership and Stewardship Cabinet Advisory Panel (‘OSP’).

1. CONTEXT

1.1 On 30 March 2020 CMDDR was approved for the ‘HfL Delivery Plan and HfL Corporate Plan’. That

decision also delegated to the Cabinet Member for Planning, Investment and New Homes the

authority to agree changes to the phasing and timing of projects, within the overall financial

parameters.

1.2 The CMDDR and its associated appendices set out Homes for Lambeth’s (‘HfL’) plan to deliver

homes over a three-year Business Plan period (April 2020 – March 2023) and also provided a

look-ahead to the end of the fifth year of the programme. The CMDDR also set out a series of

policies, objectives, targets, and financial parameters for the programme.

1.3 The purpose of this Cabinet report is to report on the progress made over the last year and to set

out the main proposed activities for the coming year.

1.4 The HFL programme is significantly contributing towards three goals in the Lambeth Borough Plan:

Affordable housing – this programme is focused on ensuring that additional affordable homes

are provided in the borough, with a strong emphasis on providing homes at Council Level Rent,

in addition to Intermediate units, of particular importance to our key public sector workers.

Housing quality – this programme includes the regeneration of six council estates, providing

improved quality homes for many residents, the new homes also being of higher environmental

standards.

Apprenticeships, training, and jobs – this programme will support the delivery of a number of

apprenticeship and training opportunities, as well as creating jobs within the Borough.


2.1 The approved March 2020 CMDDR set out a three-year business plan. The March 2021 JDP

updated it as necessary. HFL and the Council have made good progress over the last year in

delivering the programme; securing a number of planning consents, starting construction of new

homes, completing new homes and implementing the strategies that were outlined in the Business

Plan.

2.2 A detailed progress update for the programme – the Joint Delivery Plan (‘JDP’) – has been

produced jointly by the Council and HFL. A copy is attached at Appendix A.

2.3 The purpose of the JDP is to report on the key areas of progress over the past year and set out the

main activities for the year ahead.

2.4 In summary, the JDP covers:

HFL Build development programme

2.5 HFL Build was established to plan and deliver the homes to be built by HFL.

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3

2.6 HfL has made good progress over the last year, securing 4 planning consents and starting the

construction of new homes on Hydethorpe Road, Roman Rise and Patmos Lodge. The sites that

have secured planning consent will deliver 253 new homes, 55% of which will be affordable

homes. HfL has planning applications currently under consideration by the Local Planning

Authority for a further 268 new homes at Denby Court and Larkhall Depot which will be decided on

shortly. HFL is progressing well towards starting construction on a further 58 homes at Patmos

Lodge and Fenwick Place. Furthermore, through optimisation of projects, HFL has identified a

further 96 homes that can be delivered across the life of the programme. This increases the

number of homes in the programme to 4,938, of which 2,075 will be affordable homes. Of these, a

minimum of 1,312 homes are proposed to be delivered at Council Level Rent and opportunities to

increase the number of affordable homes will be sought has the schemes progress through design

and viability reviews.

2.7 The number of homes forecast to be delivered over the three-year business plan period is 194, a

reduction from the 349 projection in the March 21 JDP. Looking to the end of year five, there are

878 homes forecast to be delivered, this is a reduction from the 1,184 stated last year. However,

the percentage of Council Level Rent homes to be delivered over the three and five-year period

are now higher than had been envisaged in the March 2021 JDP.

2.8 The Council and Homes for Lambeth teams have worked together throughout what has been a

challenging year. However, a combination of factors such as: allowing for greater consultation

throughout the planning process; developing and embedding new shared development processes

to manage risk appropriately between the Council and HFL and the impact of COVID-19 on staff

and contractors has resulted in the revised forecast.

2.9 Masterplanning activities are underway and at the Central Hill estate over 100 residents

participated in the resident engagement fun day in October, shared their views via the Central Hill

Conversation Survey and joined in with family friendly half term activities. Residents were able to

give the assessment panel their feedback on the architects bidding for this work by attending and

providing feedback at exhibitions held in December, joining an online presentation and Q&A or

reading a booklet and sending back a form. In addition, a small group of resident volunteers

worked alongside the HfL / LBL assessment panel in the scoring of the bids. The architects that will

work with residents to co-design plans for the estate will be appointed in quarter 1 of 2022/23. The

masterplanning process will run for about a year. In the coming year procurement will be

commenced to progress design work on the Fenwick and Cressingham Gardens estates. As stated

in the JDP, residents will be fully involved in the development of proposals to renew their estates in

line with the Key Guarantees (appendix C).

2.10 In November 2020 the GLA issued a prospectus and invited applications for its 2021-2026

Affordable Homes Grant Programme. HFL submitted an application for funding during this financial

year and the GLA have allocated £28.16m in funding to the HFL programme to support the delivery

of 311 Social Rent and Affordable Home Ownership homes.

HFL Homes

2.11 HFL Homes, a Registered Provider, was established to acquire and hold the affordable homes

from HFL Build. The council’s housing service manages the homes on behalf of HFL Homes.

2.12 The completion of the Westbury Phase 1 and Knights Walk Phase 1 projects increases the number

of homes being managed by HFL. HFL will have 150 homes in management by the close of

2021/22. All 150 homes are let at council level rents and 35 tenancies were let to existing estate

residents in accordance with the Key Guarantees.

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HFL Living

2.13 HFL Living was established to manage any homes in the programme that are to be let to the open

market rental sector.

2.14 To support the viability of the early buy-backs for homeowners in the key guarantees, homes sold

under right to buy that are bought back by the Council are refurbished (if necessary) and let on

Assured Shorthold Tenancies to generate an income stream.

2.15 HfL is commissioned by the Council to manage the refurbishment, letting process, management of

repairs and rent collection on its behalf. This is done through HfL Living.

2.16 HfL currently has 125 homes that are let on Assured Shorthold Tenancies. This is expected to

increase to 147 within the next 12 months based on the number of homes expected to be prepared

for letting. The Council is seeking to let as many homes that are bought back as possible and in

the coming year will assess whether it is possible to provide more homes for other tenures such as

temporary accommodation.

Rehousing and compulsory purchase

2.17 In order to meet the Council’s commitment to rebuild the six estates, it needs to re-house existing

tenants and purchase leasehold and freehold properties that had been acquired under the Right to

Buy.

2.18 Over the last year, the Council has continued to acquire homes and rehouse residents in-line with

the Key Guarantees; 21 leaseholds / freeholds have chosen to sell back to the council and 81

secure residents have chosen to be rehoused. It is currently forecast that a further c.30 leasehold /

freehold homes will be acquired in the coming year. A more targeted approach will be taken to

align with the proposed phasing in the masterplans as they become defined. There are 275

residential leaseholds / freeholds that remain to be acquired and 495 secure tenants to be re-

homed across the 6 regeneration estates. Secure tenants that move to another home in Lambeth

can choose to retain an option to return to their original estate in a newly built home with an

assured lifetime tenancy, if a suitable newly built home becomes available. Resident homeowners

that wish to continue to live on their new estate will be given the opportunity to do so. They will be

offered a range of options depending on their personal financial circumstances.

2.19 Cabinet approved the use of Compulsory Purchase Order (CPO) powers at its meeting on 17

December 2018 for the Westbury and South Lambeth estates. The use of CPO is regularly

reviewed and will only be used as a last resort. Vacant possession of Phase 2 at Westbury Phase

has now been achieved via mutual agreement. To improve the available support for residents

affected by the redevelopment programme, a recruitment of a social worker and occupational

therapist is underway.

Programme Viability Update

2.20 The March 2021 JDP included an updated statement of programme viability showing the forecast

impact of the programme on council finances and a comparison with the statement reported in the

March 2020 CMDDR

2.21 This statement has been further updated to take into account changes in these forecasts since

March 2021, which is limited to the development programme finance updates, as reported in

section 1 of the JDP. The updated statement indicates that the programme remains financially

viable over its lifetime, based on information available at the time of reporting.

Sustainability

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2.22 To support the Council in addressing the climate emergency, HFL has set itself the ambition of

being recognised as having a leading-edge approach to sustainability.

2.23 Over the last year, HFL has been implementing its sustainability strategy.

2.24 The objective is to deliver substantial reductions in carbon emissions when benchmarked against

Part L of the Building Regulations (2013). HfL had committed to delivering a 35% reduction as a

minimum in line with planning policy. Within the achieved consents and delivery programme, HFL

will achieve a reduction averaging 75% (Hydethorpe Road, Roman Rise, Fenwick Place, Patmos

Lodge, Trinity Rise and Westbury phase 2 projects). This compares to Planning applications

approved by Lambeth in 2021 which on average achieved a 43% reduction in carbon emissions.

2.25 HfL’s approach has been recognised has exemplar in New London Architecture’s recent

publication: “Net Zero London”. HFL will continue to deliver projects in-line with its sustainability

commitments during the next 12 months.

Resident Engagement and Social Investment

2.26 The opportunity created by the scale of the HFL programme means that the Council is seeking to

maximise economic benefits for residents, with support for training, employment, and enterprise.

As a result, the March 2020 CMDDR set out a Resident Engagement and Social Investment

(‘RESI’) strategy.

2.27 HFL and the Council have engaged with residents in an agile manner (outdoor activities, digital

activities and covid compliant indoor activities) to accommodate changing restrictions throughout

the year. Key successes include 8 apprentices starting with HFL (5 of whom are Lambeth

residents), 3 intern placements with HFL (2 of whom were Lambeth residents and all 3 Black and

Minority Ethnic individuals). Numerous online courses and activities to support resident wellbeing

were delivered through 3 programmes; Your Digital Futures, Your Skills and Your Wellbeing.

2.28 In the coming year, HFL is targeting the recruitment of 5 further apprentices, 5 interns, 2 Kick Start

trainees and securing 5 work experience placements with partners.

2.29 In addition, HfL will implement the Housing Associations Charitable Trust (HACT) social value

calculator for RESI activities. This range of tools enable HfL measure social impact.

Liveability

2.30 Acknowledging the disruption that regenerating the six housing estates in the programme will bring

to residents’ lives, the March 2020 CMDDR detailed a series of draft Liveability commitments that

will supplement the existing Key Guarantees and support residents through the estate renewal

process. Consultation on the draft commitments took place in September 2021, the feedback was

largely positive and the results were published in February 2022.

2.31 The Liveability Estates Services manager has coordinated housing management across the 6

estates to be rebuilt, alongside the housing officers, project officers and surveyors. Together with

HfL colleagues, they created a one-stop shop for residents to discuss all their concerns and speak

directly to officers responsible for their estates. The Liveability Estates team has also proactively

started a series of workstreams to improve areas including pest control measures, drain clearance

and fly tipping.

2.32 Mitigation Panels have been deployed for residents living adjacent to sites where construction

activity is taking place. These allow the individual circumstances of residents experiencing

vulnerability living on the estates to be considered holistically by a panel Chaired by the Liveability

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Estates Service Manager and attended by relevant Council and HfL officers. This enables

mitigations to be expeditiously applied where necessary. To date there have been four held for

residents living on South Lambeth and two at Central Hill.

2.33 The prohibitive cost of refurbishing homes up to the Lambeth Housing standard is one of the key

reasons that a decision was made in 2012 not to undertake a programme of works to any of the

estates in the HFL programme. The Liveability Commitments are designed to ensure that we

maintain the quality of life for residents living on these estates.

2.34 Approximately £1.1m will be spent replacing kitchens and bathrooms on the Fenwick Estate, this

work will take place in 2022.

Governance

2.35 In April 2021 the Council and Homes for Lambeth entered into a Shareholders’ Agreement (SHA)

to replace the Memorandum of Understanding.

Contract management: Key Performance Indicators

2.36 The performance of the projects and the overall programme is measured with a set of Key

Performance Indicators (KPIs). These indicators enable the Council as shareholder to track actual

progress against the agreed programme and are published as part of Ownership and Stewardship

Panel meeting notes.

3. FINANCE

Programme viability

3.1 Financial implications of the various programme activities described in section 1-4 of the JDP are

reported in the finance update at the end of each section. In each case, the indications are that

funding approved by the council to-date remains sufficient to achieve the programme objectives.

3.2 Financial implications of these various activities are brought together in the updated programme

viability statement in section 5 of the JDP. Variances, when compared to statement reported in the

March 2021 JDP, are limited to a favourable variance of £4m in the forecast of land value payable

by HFL to the council. Therefore, the viability update indicates that, on the basis of information

available, the programme remains financially viable.

3.3 Financial modelling of all programme revenues, costs and resulting land values will be fully

refreshed during 2022/23, to support a new HFL Business Plan, which will include joint

development by HfL and council of a log of all inputs and assumptions and will be supported by

external advice to inform and/or to validate these inputs and assumptions, as was the case for the

financial modelling underpinning the March 2020 Approved Business Plan. The new HfL Business

Plan and the refreshed financial modelling which supports it, will take into account market

intelligence on sales revenues, construction and other costs over the lifetime of the programme, as

well as the outcome of the application made to the GLA in 2021 for affordable housing grant and

changes recently communicated by the GLA in respect of use of recycled Right to Buy receipts.

Working Capital Loans

3.4 The March 2021 CMDDR reported forecast drawings of £8.0m against the working capital facility of

£10.5m provided to cover HfL outgoings to 31st March 2021, leaving £2.5m of the facility undrawn.

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The actual outturn to 31st March 2021 was £8.3m and therefore £2.2m of this facility was left

undrawn.

3.5 The March 2021 CMDDR also referred to a working capital facility being made available by the

council to HfL to cashflow HfL’s budgeted expenditure in 2021/22, subject to review and challenge

by the council of the proposed HfL budget. A facility of up to £13.5m was provided for this

purpose, of which £11.3m has been drawn to-date by HfL. It is anticipated that a further drawing of

£0.5m will be made before 31st March 2022, bringing the total for the financial year to £11.8m and

leaving £1.7m of this facility undrawn.

3.6 Therefore, the aggregate of forecast drawings by HfL to 31st March 2022 is expected to be £20.1m

against total facilities of £24m. No further drawings against these facilities will be permitted.

3.7 In order to cashflow HFL’s budgeted expenditure on operating costs and project development fees

in 2022/23, HFL are expected to request a working capital facility of up to £14.5m. Subject to

review and challenge by council officers of HFL’s budget proposal, the facility will be made

available by the Director of Finance and Property under existing delegated authority.

3.8 Drawings on all working capital loan facilities will be repaid from surpluses made by HfL on

development projects, as set out in the financial models that support the approved business plans.

Subsidy - Affordable Housing Grant and recycled Right to Buy receipts

3.9 The purchase by HfL Homes of affordable homes from HfL Build is in part funded by borrowing

from the council and also in part by Affordable Housing Grant (AHG) and recycled Right to Buy

(RTB) receipts, where the loans from the council are the majority share.

3.10 In November 2020, the GLA issued a prospectus and invited applications for their 2021-26

Affordable Housing Grant programme. The outcome of the application by HfL and council was a

funding allocation of £28m for 311 homes.

3.11 The implications of this allocation, alongside any implications arising from GLA’s recent

communication of changes to RTB regime, will be fully reflected in the refreshed financial

modelling that will be carried out to support the new HfL Business Plan, as described above at 3.3.


4.1 As this report is simply noting the progress of HFL in terms of the HFL Business Plan 2021-2023

there are no specific legal implications arising out of this report.

4.2 Section 149 of the Equality Act 2010 requires the Council in the exercise of its functions to have

due regard to the need to: (a) eliminate discrimination, harassment, victimisation, and other form of

conduct prohibited under the act; and, (b) to advance equality of opportunity and to foster good

relations between persons who share a relevant protected characteristic (age, disability, gender re-

assignment, pregnancy and maternity, race, religion and belief, sex, and sexual orientation) and

persons who do not share it.

4.3 Having regard to the need to advance equality of opportunity between persons who share relevant

protected characteristics and persons who do not share it involves having due regard, in particular,

to the need to: (a) remove or minimise disadvantages suffered by persons who share a relevant

protected characteristic that are connected to that characteristic; (b) take steps to meet the needs

of the persons who share that characteristic that are different from the needs of persons who do

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8

not share it; and, (c) encourage persons of the relevant protected characteristic to participate in

public life or in any other activity in which participation by such persons is disproportionately low.

4.4 Compliance with the above public sector equality duties may involve treating some persons more

favourably than others; but that is not to be taken as permitting conduct that would otherwise be

prohibited by or under the Act.

4.5 The Equality Duty must be complied with before and at the time that a particular policy is under

consideration or decision is taken – that is, in the development of policy options, and in making a

final decision. A public body cannot satisfy the Equality Duty by justifying a decision after it has

been taken. An Equality Impact Assessment has been made reviewed and updated as discussed

in paragraph 7 below.

4.6 This proposed key decision was entered in the Forward Plan on 17 January 2022 and the

necessary 28 clear days’ notice has been given. The report will be published for five clear days

before the decision is considered by Cabinet. Should it be approved and following the publication

of the Cabinet minutes, a further period of five clear days, the call-in period, must then elapse

before the decision becomes effective. If the decision is called-in during this period, it cannot be

enacted until the call-in has been considered and resolved.

5. CONSULTATION AND CO-PRODUCTION

5.1 Extensive consultation on the preparation of this report and its recommendations has taken place

with senior officers within the Council, HFL, the Cabinet Member for Planning, Investment and New

Homes.

5.2 This Cabinet report has also been informed by discussion at the Ownership and Stewardship

Panel on 9 February 2022. It was agreed to delegate authority to make the decision on whether to

recommend the JDP to the Chair, the Portfolio Member for Planning Investment and New Homes,

in consultation with members of the Ownership and Stewardship Panel.

6. RISK MANAGEMENT

6.1 The HFL estate regeneration programme is one of the Council’s eleven strategic programmes and

is therefore reported as a strategic risk on the Council’s risk register with a particular focus on risks

associated with delivering the programme to plan and budget.

6.2 Further information on risk can be found in the HFL Delivery Plan and Corporate Plan March 2020

CMDDR report and JDP March 2021.

6.3 The overall impact of failing to deliver this strategic programme is rated as Major and the likelihood

of this occurring is rated Likely. Therefore, the risk score is 24 which is categorised as High.

Risk scoring matrix



6.4 The main risks that could impede the successful delivery of this programme are set out in table 2

below:


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Item Risk Control Measures

1

Failure to deliver the Homes for

Lambeth regeneration programme to

plan which would have impacts on the

Council’s ability to deliver more and

better homes as well as implications for

the long-term management and

maintenance of selected estates

1. Standardise a suite of key documents

2. Well co-ordinated plan for any necessary CPOs

3. Use robust procurement processes to achieve

best value for HfL and Lambeth

4. Ensure sufficient professional and technical

capacity in HfL and Client team to deliver complex

programme

5. Use methods and standards that support

Lambeth’s zero carbon commitment

6. clear governance processes established to

review key reports and collaborate to achieve

programme delivery

2

Covid 19 impact on:- Construction

Programme H&S of constructors and

staff

1. Site operating procedures to ensure H&S of

workforce so that the delivery of programme

continues

2. Enhanced H&S monitoring and compliance with

social distancing

3. Industry recognised working patterns to

accommodate social distancing

4. Specific Covid 19 impact reporting to HFL Board

5. Follow government lockdowns and working

guidance

3 Material and main contractor prices increase as a result of constrained availability

1. Seek to enter into fixed price contracts

2. Use of Covid-19 clause to allow extension of build

time

3. Relationships with contractors with better supply

chain arrangements.

3. benchmark tendered costs against live sites

4. Regular review at HfL Board and programme

board of financial impact of scheme appraisals on

business plan of all contracts before formal

engagement

5. Market intelligence to inform construction costs

estimates at all key stages

4

Impact of the market environment on mortgage availability and housing demand could result in HFL being

unable to meet loan obligations to

Council

1. Monthly & quarterly monitoring of sales with

process to alert for variances against budget.

2. Regular reporting to HFL Board on HFL sales

performance and updates on Market commentary

3. Effective marketing through established agents to

secure sales and broaden reach

5 Change in the regulatory or subsidy

regime

1. Monthly & quarterly monitoring of sales against forecast with process to alert for variances against budget. 2. Continued research into new sale products such as shared equity to assist with affordability 3. regular joint dialogue with the GLA 4. Regular reporting of Government consultation & policy changes.

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Item Risk Control Measures

5. maximise the use of the Council’s own right to buy resources

6 Programme delayed due to lack of

resident support

1. masterplanning work will be community led

2. liveability programme to support residents while new

homes are built

3. Integrated EQIA to shape delivery of programme

4. Key guarantees to support secure tenants and

resident homeowners

5. Joint working to support HFL’s RESI programme

7. EQUALITIES IMPACT ASSESSMENT

7.1 An independent programme level EQIA has been completed across the six estates. The findings

and action plans resulting from the independent study was considered by the Equalities Panel on

17 March 2020 and reported on as part of the March 2020 CMDDR. A progress update was

presented to the council’s Corporate Equalities Panel on 23 February 2021 and a further progress

update was presented to Equalities Panel on 1 March 2022. A copy of the report presented to the

Corporate Equalities Panel can be located in Appendix B of this report.

7.2 The council has this year adopted Health Impact Assessments as a central pillar of our equalities,

health and supporting residents experiencing vulnerabilities LBL lead work programme. Where

Masterplanning has already taken place (Knight’s Walk, South Lambeth and Westbury), the health

impact assessments will be undertaken in conjunction with the estate level EqIA refresh which

takes place at key programme milestones, for example the making of CPO. Via the undertaking of

one to one telephone and doorstep surveys, this work has commenced on South Lambeth with

that first estate level Health Impact Assessment due for completion in Q1 2022/23.

7.3 Whether masterplanning is pending or in progress (Central Hill, Cressingham and Fenwick), the

Health Impact Assessment will be integrated into the masterplanning process from inception. This

approach aims to ensure that health (both physical and mental) and wellbeing outcomes are

considered at every stage of the masterplanning process resulting in both a design of the estate

that maximises positive health outcomes based on current residents’ needs, as well as a

redevelopment programme, including construction, phasing and rehousing, that minimises any

possible negative impacts. This approach is being piloted on Central Hill in partnership with Public

Health and HfL.

8. COMMUNITY SAFETY

8.1 The positive contribution that the HfL programme will make to community safety was described in

the CMDDR report of March 2020. Wherever possible, projects will remove areas that attract anti-

social behaviour and provide more passive surveillance of streets and spaces in new designs.

Projects within the programme are being designed to have personal outdoor space for each home

with consideration given to security. Communal spaces will discourage anti-social behaviour and

support community activity.

8.2 HFL Homes has achieved the Secured by Design (SBD) Gold Award in recognition of the design of

Eliza Cook House on Knights Walk estate. It acknowledges the measures taken to reduce the

opportunity for crime and anti-social behaviour by improving layout, environmental design, and use

of Police Preferred Specification products.

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9. ORGANISATIONAL IMPLICATIONS

Environmental

9.1 HFL’s contribution to the council’s Climate Change Emergency declaration and the associated

Corporate Carbon Reduction Plan was set out in the CMDDR report of March 2020 and in the HFL

Business Plan.

Health

9.2 The EQIA summarised in the CMDDR report of March 2020 the potential health impacts of the

programme, both positive and negative. Health Impact Assessments will be reviewed and rolled

out further in the coming year. Projects within the programme are being designed to address

issues regarding community adaptability and resilience as well as social and cultural life. See

section 7 for more information.

Corporate Parenting

9.3 The HfL programme will support the Council corporate parenting outcomes. Projects within the

programme will deliver a significant number of one-bedroom affordable homes which are generally

the type of property that Lambeth care leavers bid for when they are ready to live independently.


9.4 The short- and medium-term staff structure for HfL were agreed by the HfL Board in December

2019 and recruitment undertaken in accordance with this. Operating costs are reviewed as part of

annual budget review. A restructure of the Council team has been implemented which has

increased capacity within the project team that has oversight of HfL and will deliver vacant

possession of the sites and will rehouse residents. This will be funded via existing budgets, with an

appropriate use of the Housing Revenue account and CIL.


9.5 HfL have their own Procurement Policy and this is published on their website. They continue to be

classed as ‘contracting authorities’ for procurement and therefore follow the Public Contracts

Regulations 2015. Please see Appendix A LBL and HfL Joint Delivery Plan for information on the

approach to sustainability, apprenticeships, resident engagement, and social investment.

10. TIMETABLE FOR IMPLEMENTATION

10.1 The table below details the stages and deadlines for implementing the recommendations:

Activity Proposed Date

Cabinet 21 March

Continued delivery of HFL Business Plan 22 March

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Report History

Original discussion

with Cabinet Member 17.02.22

Report deadline 09.03.22

Date final report sent 10.03.22

Part II Exempt from

Disclosure/confidential

accompanying report?

No

Key decision report No

Date first appeared on

forward plan 17.01.22

Key decision reasons N/A

Background

information

HfL Delivery Plan and HfL Corporate Plan, Cabinet Member Delegated

Decision, 30 March 2020

http://moderngov.lambeth.gov.uk/ieDecisionDetails.aspx?ID=6562

Council and Homes for Lambeth Joint Delivery Plan

Agenda for Cabinet on Monday 15 March 2021, 5.00 pm | Lambeth Council

Use of vacant properties on estates to be rebuilt for temporary

accommodation, 6 April 2020 Gold Command Decision - Temporary

Accomodation v6 200406 003.pdf (lambeth.gov.uk)

Investing in better neighbourhoods and building the homes we need to house

the people of Lambeth – Westbury – Proposed Compulsory Purchase Order

CPO - Cabinet Report - Westbury V14 121018 - final jh - 061218.pdf

(lambeth.gov.uk)

Investing in better neighbourhoods and building the homes we need to house

the people of Lambeth – South Lambeth – Proposed Compulsory Purchase

Order

CPO - Cabinet Report - South Lambeth V12 12108 - final jh - 061218.pdf

Audit Trail


Received

Comments in

paragraph:

Councillor Matthew Bennett Cabinet Member for Planning, Investment and New Homes

16.02.22 10.03.22 throughout

Sara Waller and Eleanor Purser, Co-Strategic Directors

Sustainable Growth and Opportunity

16.02.22 08.03.22 throughout

Christina Thompson, Finance

Finance and Property 08.03.22 08.03.22 Finance sections

Greg Carson, Legal Services

Legal and Governance 03.03.22 07.03.22 4.1 to 4.5


Services Legal and Governance 11.03.22 11.03.22 4.6

Page 92

http://moderngov.lambeth.gov.uk/ieDecisionDetails.aspx?ID=6562

https://moderngov.lambeth.gov.uk/ieListDocuments.aspx?CId=225&MId=13761&Ver=4

https://moderngov.lambeth.gov.uk/documents/s116843/Gold%20Command%20Decision%20-%20%20Temporary%20Accomodation%20v6%20200406%20003.pdf

https://moderngov.lambeth.gov.uk/documents/s116843/Gold%20Command%20Decision%20-%20%20Temporary%20Accomodation%20v6%20200406%20003.pdf

https://moderngov.lambeth.gov.uk/documents/s100163/CPO%20-%20%20Cabinet%20Report%20-%20Westbury%20V14%20121018%20-%20final%20jh%20-%20%20061218.pdf

https://moderngov.lambeth.gov.uk/documents/s100163/CPO%20-%20%20Cabinet%20Report%20-%20Westbury%20V14%20121018%20-%20final%20jh%20-%20%20061218.pdf

https://moderngov.lambeth.gov.uk/documents/s100162/CPO%20-%20%20Cabinet%20Report%20-%20South%20Lambeth%20V12%2012108%20-%20%20final%20jh%20-%20061218.pdf

13

Have your say on our Liveability Commitments to residents living on our

regeneration estates | Lambeth Council

Appendices

Appendix A – Council and HFL Joint Delivery Plan

Appendix B – Equalities Panel Report Mar 2022

Appendix C – Key Guarantees

Page 93

https://beta.lambeth.gov.uk/consultations/have-your-say-our-liveability-commitments-residents-living-our-regeneration-estates

https://beta.lambeth.gov.uk/consultations/have-your-say-our-liveability-commitments-residents-living-our-regeneration-estates

1

Appendix A: The Joint Delivery Plan

Introduction

London is facing a severe housing crisis and the need for high quality housing remains acute both across

the city and within Lambeth. Homes for Lambeth (HfL) is a 100% council-owned, not-for-profit company

that has been set-up to build a new generation of council homes for Lambeth families. The programme

being delivered by HfL forms a key part of the council’s ambition to increase the number of homes of all

types but particularly affordable housing.

On 30 March 2020, a Cabinet Member Delegated Decision Report (‘CMDDR’) was approved for the

‘Homes for Lambeth Delivery Plan and Homes for Lambeth Corporate Plan’. This CMDDR and associated

appendices set out Homes for Lambeth’s plan to deliver homes over a three-year Business Plan period,

and also provided a look-ahead to the end of the fifth year of the programme. The CMDDR also set out a

series of policies, objectives, targets, and financial parameters for the programme.

The Business Plan, until the end of financial year 2022/23 was approved in March 2020. The purpose of

this Joint Delivery Plan (JDP) is to review the progress that has been made over the last year, noting any

material changes to plans for the Homes for Lambeth Programme. It also sets out what the main areas of

focus will be for the coming year.

Despite the impact of the global pandemic, there has been notable progress made. For example, multiple

planning consents have been secured, the Hydethorpe Road and Roman Rise projects started on site and

the Resident Engagement and Social Investment (‘RESI’) programme was further implemented, details of

which are set out below.

80 new council homes were completed; 64 at Westbury Estate and 16 at Knights Walk.

Further work has been done to optimise the total number of homes being delivered across the programme

and we have identified that a further 96 homes can be delivered across the lifetime of the programme.

This means that the forecast total number of homes to be delivered has increased from 4,842 homes to

4,938 homes.

The JDP provides a comprehensive update on the Homes for Lambeth programme and covers the

following areas:

1. HFL Build

2. HFL Homes

3. HFL Living

4. Rehousing and compulsory purchase

5. Programme viability update

6. Sustainability

7. Resident Engagement and Social Investment

8. Liveability

9. Governance

10. Key Performance Indicators

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1. Homes for Lambeth Build Development Programme

2021 has been a busy and challenging year for Homes for Lambeth and Lambeth Council, as we continued

to deliver on the ambitious development programme to rebuild some of Lambeth’s largest estates and

provide more and better homes for our residents. Despite the ongoing challenges of COVID-19, we kept

five sites operational and are delivering on our promise to build more and better homes. This includes the

completion of 80 new homes; 64 at Westbury Estate and 16 at Knights Walk, with residents settling into

their new homes. There are approximately 1,070 homes in our development pipeline, and projects will

achieve an average reduction in CO2 emissions of 75%. This is far higher than the level of CO2 reduction

sought in planning policy and demonstrates the commitment to meeting Lambeth's 2030 net zero carbon

pledge.

Although Brexit has affected the availability of labour and materials in the market, we have continued to

move schemes forward, with up to seven more projects being progressed to start on site in the next year.

Table 1 below shows the projects that form the current Homes for Lambeth programme.

Table 1 Homes for Lambeth Programme

Estate projects Other projects

Central Hill Fenwick Place

Cressingham Gardens Roman Rise

Fenwick Estate Trinity Rise

Knights Walk Fenwick s.106 homes

Westbury Hydethorpe Road

South Lambeth Patmos Lodge

Lollard Street – homes complete and under management Hemans Estate

- Larkhall Depot

- Jonathan Street & Orsett

- Angell Town

- Denby Court

- Wootton Street

- Somerleyton Road

The projects at Fenwick Place, Roman Rise and Trinity Rise are stand-alone projects which have achieved

planning consents and are part of Homes for Lambeth’s ‘small sites’ programme.

Key highlights from the table above include start on sites during the past year (to end March 2022) at:

Hydethorpe Road

Patmos Lodge

Roman Rise

The details of the programme are also shown in table 2 below, which states the assumptions made last

year. Updates are shown in (brackets). Where updates are not shown, the existing assumptions remain.

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Table 2 Delivery milestones

Project To end of year 3 (Homes for Lambeth

Business Plan period)

To end of year 5 (Homes for Lambeth

Business Plan period, plus two-year look-

ahead)

South Lambeth Phase 1 complete Phase 2 start

Knights Walk Phase 1 complete

Phase 2 start

Phase 2 complete

Estate fully renewed

Westbury Phase 1 complete

Phase 2 start

Phase 2 complete

Phase 3 start

Central Hill Masterplanning advanced

Masterplan Phase 1 awaiting start

Fenwick Masterplanning progressed

Masterplanning well advanced

Cressingham

Gardens

Masterplanning advanced

Masterplanning Phase 1 awaiting start

Other projects Fenwick Place, Fenwick s.106, Lollard

Street, Roman Rise, Trinity Rise,

Hydethorpe and Patmos complete

Hemans and Larkhall start (previously

forecast to complete)

Carmelita and Orsett, Angell Town,

Wootton Street and Denby Court start

Somerleyton Road residential Phase 1 start

(Hemans and Larkhall complete)

Carmelita and Orsett, Angell Town, Wootton

Street and Denby Court complete

Somerleyton residential Phase 1 complete

Somerleyton residential Phase 2 start

The Council and Homes for Lambeth teams have worked together throughout what has been a challenging

year. However, a combination of factors such as: allowing for greater consultation throughout the planning

process; developing and embedding new shared development processes to manage risk appropriately

between the Council and HFL and the impact of COVID-19 on staff and contractors has resulted in the

revised forecast.

This has resulted in a delay against the forecast programme which will mean the number of homes

expected to be completed over the three-year business plan period is now forecast to be 194 homes, a

reduction from the 349 stated last year. This is shown in table 3 below.

Table 3 Number of homes and tenure of homes

JDP 2021-22 JDP 2022-23 JDP 2021-22 JDP 2022-23

Tenure of homes To end of year 3* To end of year 3* To end of year 5* To end of year 5*

Council Level Rent 265 (76%) 170 (88%) 441 (37%) 400 (46%)

Other regulated rent ** 9 (3%) 7 (4%) 91 (8%) 30 (3%)

Intermediate*** 33 (9%) 9 (5%) 128 (11%) 74 (8%)

Sub-total affordable 307 (88%) 186 (96%) 660 (56%) 504 (57%)

Private Sale 42 (12%) 8 (4%) 524 (44%) 374 (43%)

Total**** 349 (100%) 194 (100%) 1,184 (100%) 878 (100%)

*Number of homes (percentage of total homes within period).

** London Affordable Rent and London Living Rent

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***the ‘Intermediate’ homes include a provision of Shared Ownership homes for existing homeowners who wish to remain on the

estates. They will pay no rent on any additional value over and above the value of their existing property, in line with the Key

Guarantees.

**** the number of homes comprising affordable homes completed by Homes for Lambeth, s.106 schemes completed at Westbury,

Fenwick, and Ethelred (Lollard Street) estates, and private homes completed.

Although there has been a delay to the delivery of some new homes, these homes remain within the

pipeline and will be built. It should be noted that the % of affordable homes that will be completed is

increasing over the period despite the delay.

Homes for Lambeth has optimised the total number of homes being delivered across the programme and

have identified that a further 96 homes can be delivered across the lifetime of the programme; increasing

the total number of homes delivered from 4,842 homes to 4,938 homes.

We remain committed to the key guarantees and therefore all resident homeowners who wish to continue

to live on their new estate will be given the opportunity to do so. Planning applications will be viability tested

to ensure that we secure as many additional council homes as possible in each phase.

An overview of the number of homes that is anticipated to be delivered by each type of project is shown

in table 4 below. Whilst prudent assumptions have been made, some schemes are in the early stages of

design so the actual number of homes delivered are subject to change as the design for each project

progresses, this is particularly true for the main estate masterplans.

Table 4 Number of homes and tenure of homes forecast over lifetime of programme

Project Council

Level Rent

London

Affordable

Rent

London

Living

Rent

Shared

ownership

***

Sub-total

affordable

Open

market

sales

Total new

homes

Estate Projects* 954 53 58 540 1,605 2,483 4,088

Other Projects** 358 0 0 112 470 380 850

Total 1,312 53 58 652 2,075 2,863 4,938

* includes Knights Walk, South Lambeth, Westbury (inc. s.106 homes), Fenwick, Central Hill Cressingham Gardens and Lollard

Street

** includes Roman Rise, Trinity Rise, Fenwick Place and all other ‘small sites’

*** includes a provision of shared ownership homes for existing homeowners who wish to remain on their estates

Updates on the delivery of homes are provided on a quarterly basis to the Council’s Ownership and

Stewardship Panel (‘OSP’).

Estate masterplanning update

In order to support the masterplanning work for Central Hill estate, a fun day was held during the half term

in October 2021 and the procurement of the professional team started in quarter 3 of 2021/22. This

includes the architects who will work with residents to co-design the plan for the future of their estate.

Residents were able to give the assessment panel their feedback on the architects bidding for this work

by attending and providing feedback at exhibitions held in December, joining an online presentation and

Q&A or reading a booklet and sending back a form. In addition, a small group of resident volunteers worked

alongside the HfL / LBL assessment panel in the scoring of the bids. The masterplanning team will be in

place during quarter 1 of 2022/23. Community led masterplanning will run for about a year, starting in

Spring 2022.

At Fenwick Estate, it is anticipated that procurement of consultant teams will be carried out in quarter 2 of

2022/23, with community led masterplanning due to start Q3 2022-23.

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Community led masterplanning for Cressingham Gardens will start in 2022.

For all estate masterplanning and as stated in the Key Guarantees, residents will be supported to get

involved in the design of the new homes, of the estate as a whole and to influence decisions around the

phasing of building new homes and the construction works. This remains a firm commitment.

Launch of Sales Brand - Addition

Homes for Lambeth has now launched Addition by Homes for Lambeth, to sell the high quality sustainable

homes built by HfL Build. These cross subsidise the affordable homes and for every three homes we sell,

we are able to build two affordable homes for local people. Addition’s sales and marketing strategies

propose an initial release to the local Lambeth market prior to the main launch. To achieve this strategy,

initial marketing will be focused on local newspapers and property magazines, targeted social media

campaigns, and local out of home advertising. We also focus mailouts to local Lambeth residents and

engage with local Sales Agents with knowledge of local Lambeth residents.

Finance update

The impact of project approvals since the March 2020 CMDDR is shown in Table 5. This includes the

increase of 96 homes to be delivered over the programme, as referred to in the previous section.

Changes in total revenues and costs are not material (each at c.2-3% of approved HfL Business Plan) but

point to a favourable change of £13.5m in land value payable by HfL to the council (c. 6% of approved HfL

Business Plan), which is a favourable change of £4.8m, when compared to the land value reported in

March 2021.

Table 5 Development programme finance update

Approved

Business

Plan

Updated since Business Plan

approval Adjusted

Business

Plan

Movement

since

Business

Plan S Lambeth Small Sites

No. of Homes 4,662 - 96 4,758 96

Total Revenue

(£k) 1,970,804 2,359 48,761 2,021,924 51,120

Costs before

interest 1,511,110 (10,842) 39,058 1,539,326 28,216

Interest cost 76,986 (4,924) (53) 72,009 (4,977)

Margin 165,031 10,181 4,193 179,405 14,374

Total Costs (£k) 1,753,127 (5,585) 43,198 1,790,740 37,613

Land value (to

LBL) 217,678 7,944 5,563 231,185 13,507

Note: The total number of homes above excludes the following, which are part of the overall programme, they are not delivered

by Homes for Lambeth Build but will be managed by Homes for Lambeth Homes:

Lollard St s106 (complete and in Homes for Lambeth Homes management) 70

Fenwick Place s106 46

Westbury s106 64

Total 180

Total to be delivered by Homes for Lambeth Build as above: 4,758

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All programme total as previous section 4,938

When Homes for Lambeth bring forward individual projects for approval officers of HfL and the council

work closely to ensure that the financial modelling and related processes (e.g. independent valuation) are

robust and, where necessary, are subject to external review before project approval.

As projects proceed through governance processes, they undergo scrutiny and challenge from both HfL

Directors and the council senior officers before HfL and council decisions are made. Material changes in

project and programme finances, when compared to the HfL approved Business Plan are tracked and

reported to OSP periodically and annually to Cabinet.

Financial modelling of all programme revenues, costs and resulting land values will be fully refreshed

during 2022/23, to support a new HfL Business Plan, which will include joint development by HfL and

council of a log of all inputs and assumptions and will be supported by external advice to inform and/or to

validate these inputs and assumptions, as was the case for the financial modelling underpinning the March

2020 HfL approved Business Plan. The new HfL Business Plan and the refreshed financial modelling

which supports it, will take into account market intelligence on sales revenues, construction and other

costs over the lifetime of the programme, as well as the outcome of the application made to the GLA in

2021 for affordable housing grant and changes recently communicated by the GLA in respect of use of

recycled Right to Buy receipts.

2. HFL Homes

Homes being managed by HFL Homes

HFL Homes is a Registered Provider and, in line with forecasts, will have 150 homes in management by

the close of 2021/22. An additional 80 homes were completed and acquired by HFL Homes during the

year. At the Westbury Estate, Phase 1 64 new homes were delivered and Homes for Lambeth’s scheme

at Knights Walk delivered 16 new homes. 35 tenancies were let to existing estate residents in accordance

with the Key Guarantees. All 150 homes across the HFL portfolio are let at council level rents.

The management of all the Homes is via a managing agent. During the year Homes for Lambeth Homes

reached a formal agreement with Lambeth Council to provide housing and property management services

to all of the Homes for Lambeth portfolio. The existing management contract with Pinnacle was terminated

at the end of September 2021.

Finally, HFL Homes’ Landlord obligations in respect of Health & Safety are monitored and tracked and

regularly reported to the HFL Homes Board. There have been no breaches or incidents requiring

Regulatory notification during the year.

New residents

It’s been wonderful to see what the new homes mean to our residents. Joan, a resident of the Westbury

Estate, will be moving into a newly built home. Here’s what Joan thought about the opening day.

“I really enjoyed the day and loved getting to meet people from Homes for Lambeth and the council. It was also nice to have a proper look at the building and the other flats that will soon belong to my neighbours. After all the homes that we viewed, I still think mine is the best out of all of them! I love my new flat. I love that the living room, dining area and kitchen are open plan, it’s so lovely. It’s a nice L-shaped room, with massive windows, and a lovely big door that opens to the balcony as well. Both of those features make it so bright, with the sunshine streaming through. Another wonderful surprise was that blinds were put up – that was something that I didn’t expect to have.

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I would encourage other people to downsize if they have the chance to, it’s a good thing to do. It’s a brand-new chapter in your life, if the kids have flown the nest, you raised them well and they have gone to live their own lives now and so I feel as I am growing older, it’s time for my new start. It’s really good work that I can see from Homes for Lambeth. I am so impressed with the new homes at

Westbury, it’s a really posh apartment block. If I was privately renting, I would not be able to afford a home

like this. The homes are at an amazing standard. It’s wonderful.”

Resident satisfaction

HFL Homes completes quarterly satisfaction monitoring. The satisfaction measures were updated to align

with the measures set out in the Social Housing White Paper. We’re pleased to report that satisfaction has

steadily improved. The key satisfaction benchmark that regard is given to within the sector is the overall

satisfaction with the landlord. Homes for Lambeth has achieved 66%.

Table 6 Resident satisfaction

How satisfied are residents with… Quarter 3 (%) Q1 to Q3 Year to Date

(%)

HFL Homes as their Landlord 77 66

Housing Management Services (Lambeth) 75 59

Being kept informed 74 58

Being listened to and views acted on 72 52

Repairs and maintenance (excl. defects) 71 49

Internal and external cleaning 75 60

HFL Homes/LBL contribution to the Neighbourhood 76 60

Opportunities for Engagement 75 64

Handling of ASB reports 75 61

The Safety of the home and building 78 72

The quality of the new home

(within 12 months of occupation)

80 79

Management of defects

(within 12 months of occupation)

77 65

Satisfaction with Landlord by Site Quarter 3 (%) Year to Date (%)

Lollard Street 60 55

Westbury 76 72

Knights Walk 77 77

Residents’ primary concerns relate to the delivery of services via the managing agent. In particular,

residents remained dissatisfied with services at Lollard Street. Working alongside residents, a service

improvement plan has been implemented and several actions have been taken to address items of

resident concern. This includes changing the management of the homes to Lambeth Council, improving

the reliability of the lifts in the Lollard Street tower, improving opportunities for residents to engage and

have their voices heard and improving transparency in relation to tenant service charges. The satisfaction

performance indicates that residents at the new sites are generally satisfied with the services they receive.

The plan for financial year 2022-23 is for HFL Homes to further cement its approach to meaningful resident

engagement including shaping its approach to resident scrutiny and oversight of Landlord performance.

The other key area of focus will be the successful delivery of services to a new tenure group of Shared

Equity Owners who will be Council Leaseholders exercising their rights under the Key Guarantees. South

Lambeth Phase 1, consisting of 30 homes will be delivered at the end of August 2022. The Hydethorpe

site which is part of the small sites programme, will deliver a mixture of homes including 2 large, family

homes for social rent and 4 homes for shared ownership.

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Active contract management will continue to ensure Lambeth Council’s housing management team are

delivering in accordance with their KPIs. Regular independent resident satisfaction surveys are completed

to provide additional assurance to Homes for Lambeth and the HFL Homes Board.

Finance update

As the number of homes in management increases over the coming years, the HFL Homes financial plan

will be tested and revised, if necessary, by reviewing and learning lessons from actual performance, as

well as by comparison with suitable benchmarks and best practice data sources. Any changes will be

brought to OSP for consideration as and when they occur and reported to Cabinet in the next occurring

JDP report.

3. HFL Living

AST portfolio update

In order to obtain vacant possession of the sites for regeneration, the council continues to buy back homes

that had been sold under the Right to Buy (as reported in section 4). Where there is a period of time

between the buy back and the start of regeneration of the site, homes are let on Assured Shorthold

Tenancies (ASTs). Homes for Lambeth Living does this on behalf of the council, procuring and paying for

any refurbishment needed prior to letting and thereafter managing repairs and collecting rent.

Refurbishment costs are claimed back from the council. The rent collected, net of maintenance and other

reasonably incurred costs, is then made over to the council.

Table 7 below shows the number of homes forecast to be let as ASTs as at 31st March 2022, alongside a

forecast of the number of homes let as at 31st March 2023.

Table 7 AST portfolio

Description 2021/22 2022/23

Homes let 104 132 *Void means buybacks in the process of becoming ASTs

Notes:

The March 2021 JDP reported that 120 homes were forecast to be let at the end of financial year 2021/22. However, due to delays

in completing business leases, refurbishing the homes and letting, the forecast has now been re-stated, as shown.

The forecast to end of financial year 2022/23 includes assumes the letting of homes currently under refurbishment and the letting

of the majority of the 30 buybacks expected in the year (see Section 4), offset by some homes coming out of the portfolio as sites

are developed.

Finance update

Table 8 below shows, in the upper half of the table, the rental income, costs to manage and net income

expected to be generated from AST lets during financial years 2021/22 and 2021/22; and, in the lower half

of the table, the annual equivalent rental income, costs and net income for homes in the AST portfolio as

at 31st March 2022 and 31st March 2023.

Table 8 AST portfolio financial performance

Description 2021/22 forecast

£m

2022/23 forecast

£m

Rent income 1.4 2.0

Costs in management (0.6) (0.8)

Net income 0.8 1.2

Total rent roll (assuming fully let) 1.8 2.1

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Costs in management (0.8) (0.8)

Net income 1.0 1.3

Notes:

The March 2021 JDP reported a net income of £1.1m, assuming the higher number of lets referred to in the note to Table 7 above.

The restated forecast, based on the restated forecast of homes let as per table 7, is as shown.

The net rental income forecast for 2022/23 is calculated assuming that 28 new lets are evenly spread across the year and that

rents and costs in management are at the average per home currently let.

Refurbishment cost for the budgeted 28 homes to be refurbished in financial year 2022/23 is estimated at

£0.4m, based on the average per home achieved to-date of £15k.

4. Rehousing and compulsory purchase

In order to meet the our commitment to deliver the renewal of the six estates to be rebuilt, the council

needs to re-house existing tenants and purchase leasehold and freehold properties that have been sold

under the Right to Buy. The approach was set out in the 30 March 2020 CMDDR and this continues to be

followed.

All work has been progressed in-line with the Key Guarantees which set out the options available to both

secure tenants and council homeowners. With the exception of the small sites programme, all acquisitions

or rehousing on Central Hill, Cressingham and Fenwick have been driven by resident demand. As

masterplanning gets underway and phasing is confirmed, officers will work proactively to offer additional

support to ensure residents can fully exercise their rights under the key guarantees. . The table below sets

out the current position with regard to each estate:

Table 9 Vacant possession position by estate

Estate Number of

leaseholds /

freeholds

acquired in

2021-22

Number of

remaining

leaseholders /

freeholders

Secure tenants

re-housed in

2021-22

Number of

remaining secure

tenants

Central Hill 10 68 22 184

Cressingham

Gardens

2 72 8 112

Fenwick Estate 7 95 9 155

Knights Walk* 0 0 9 0

South Lambeth 1 29 2 42

Westbury* 1 11 31 2

Total 21 275 81 495

* Figures for Westbury and Knights Walk reflect the completion of phase 1 on both these estates, which

has enabled secure tenants to be rehoused permanently in a new home on their existing estate as per

their stated preference.

As the Key Guarantees give residents living on the estates to be rebuilt the right to be moved or to have

their property interest bought back whenever they are ready, it is not possible to accurately forecast the

number of homes that will be bought back in the coming year, but based on those currently in the system

and previous experience, it is estimated that 30 homes will be acquired in the next 12 months.

Use of properties which have been vacated due to a tenant or leaseholder exercising their right to move,

but which are not yet required for redevelopment, is under review with a refresh of the council’s

Regeneration Voids Strategy due for completion in 2022/23.

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The use of Compulsory Purchase Orders (CPO) is regularly reviewed and will only be used as a last resort.

Vacant possession of Phase 2 at Westbury Phase has now been achieved via mutual agreement, the

CPO focus for the coming year will therefore prioritise South Lambeth. Cabinet has delegated the decision

to make these CPOs to the Cabinet Member for Planning, Investment and New Homes. In addition, the

Council will be seeking to appropriate land for planning purposes across all of the phases / sites that

Homes for Lambeth will be starting work on during the period.

To strengthen support available to residents affected by the redevelopment programme, recruitment of a

social worker and occupational therapist is underway, with appointments due by the end of Q1 2022/23.

Finance update

Expenditure to buy-back leaseholder and freeholder properties, as reported in the March 2021 JDP, was

£79m, for the part-year to end of February 2021. Expenditure for the full year to 31st March 2021 was

£83m out of the £170m funding approved in a series of CMDDRs up to March 2020.

Expenditure to the date of this report is £94m, which includes £11m in this financial year to buy back the

21 properties acquired in 2021-22 as per Table 9 above. Therefore, £76m of approved funding remains

to meet the cost of remaining buybacks.

The estimated full cost of buying back all leaseholder homes at market rate remains c.£200m, as reported

in the March 2021 JDP. However, as also reported in the March 2021 JDP, a prudent working assumption

of the proportion of current leaseholders who will accept a shared equity home offered to them under the

Key Guarantees points to a total buyback cost within the available funding of £170m. So far, there has

been only a low number of these offers made, which does not represent an adequate sample size to test

this working assumption, but it is still viewed as prudent in light of evidence from other council projects.

The council will continue to monitor the actual cost of buy backs, the housing property market, in general,

and the take-up of the shared equity offer and other relevant market information in order to maintain and

report up-to-date, robust forecasts.

5. Programme viability update

The March 2021 JDP included a programme viability update, which indicated that the programme

remained financially viable, taking into account information available at the time of presenting the report.

That is that the cost of buy-backs, the associated interest cost and the council’s own costs for project

preparation and commissioning would be fully recovered by the council over the lifetime of the programme.

This would be achieved as a result of land value payments received by the council from Homes for

Lambeth, rental income (net of costs) from homes let as ASTs and return on lending to Homes for Lambeth

at rates in excess of the notional cost of money in the council’s financial regime (as required to accord with

Subsidy Control rules).

Table 10 below shows the values reported in the March 2021 JDP viability statement with movements

since, which leads to a revised programme viability forecast for this JDP update. The only material

movement is the £4m favourable change in the expected land value, as reported in section 1. The other

elements of the viability statement remain as reported in March 2021.

Therefore, the latest forecast, taking into account the development programme finance update in section

1 table 5 above, indicates that the programme remains financially viable, taking into account information

available at the time of presenting this report. This will continue to be closely monitored as the programme

progresses.

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Table 10 Programme viability update

March 2021

JDP

£m

Movement

£m

Revised

forecast

£m

Income

Expected land value 226 5 231

Capital receipt from disposal of s106 sites 12 - 12

Net return on lending activity 35 - 35

Rounding 1 (1) -

Total income 274 4 278

Costs

Land assembly costs 169 - 169

Sunk cost capital 30 - 30

Future commissioning cost 25 - 25

Interest cost net of AST income 32 - 32

Total costs 256 - 256

Excess of income over costs 18 4 22

Notes to the programme viability update:

New HfL Business Plan: Financial modelling of all programme revenues, costs and resulting land values will be fully refreshed

during 2022/23, to support a new HFL Business Plan, which will include joint development by HfL and council of a log of all inputs

and assumptions and will be supported by external advice to inform and/or to validate these inputs and assumptions, as was the

case for the financial modelling underpinning the March 2020 Approved Business Plan. The new HfL Business Plan and the

refreshed financial modelling which supports it, will take into account market intelligence on sales revenues, construction and

other costs over the lifetime of the programme, as well as the outcome of the application made to the GLA in 2021 for affordable

housing grant and changes recently communicated by the GLA in respect of use of recycled Right to Buy receipts.

Land value: see Section 1 Table 5 Development Programme Finance update

Net return on lending activity: this is an estimate of the difference between interest payable by Homes for Lambeth to the council

and the notional cost of money in the council’s financial regime. The approved business plan, Homes for Lambeth’s financial

modelling and this estimate assume that Homes for Lambeth Build borrow at 6% for the majority of their developments, Homes

for Lambeth Group borrow at 6% for working capital and Homes for Lambeth Homes at 3.2% for the funds to buy affordable

homes from Homes for Lambeth Build; whereas the current notional rate is 3%. The relatively minor changes reported in this

JDP do not point to a materially different estimate for return on lending.

Land assembly costs: see section 4 finance update

Sunk capital costs: no change from March 2020 CMDDR

Future commissioning cost: The March 2020 CMDDR included approval of £25m of capital funding to facilitate implementation

of the Business Plan:

Scheme design – progressing the planning strategy, design, and master-planning of projects. This includes the master-

planning of Cressingham Gardens, Central Hill, and Fenwick estates, which will require a full professional team to be

appointed.

Land assembly – a budget to support progressing CPOs on sites, where they are required.

Council commissioning costs – Council costs associated with the project, including professional advisors.

To-date there has been no material expenditure against this approved funding because the activities described above are all in

their very early stages, as described elsewhere in the document. Progress with the activities described and their cost will be

reported to OSP periodically and any request for additional funding included in a future JDP report to Cabinet.

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Interest cost net of AST income: this is an estimate of the financing cost (at a notional 3%) to the council of the buyback

expenditure of £170m, partially offset by rental income from ASTs. The movement of £(10)m adverse is a prudent allowance to

cover the following:

that the 45 homes re-allocated from AST to TA in the decision made in COVID-19 Response – Emergency Decision in

April 2020 do not return to AST, the impact of which is estimated at c.£(6)m over the entire period for which the homes

are expected to be available to let. (The Emergency Decision made by the Head of Paid Services on 6 April 2020

estimated the impact on Homes for Lambeth viability as £1.1m for two years, 2020-21 and 2021-22, after which the

homes would revert to AST lets, subject to the outcome of a wider review of the management of these homes.)

that delays due to COVID-19 in completing refurbishment and letting during 2020/21 and 2021/22 are not fully recovered

6. Sustainability

Homes for Lambeth is determined to deliver on its ambitious plans for the environment and achieve Lambeth Council's zero-carbon commitment by 2030. The March 2020 CMDDR set-out the sustainability strategy that Homes for Lambeth is following. An overview of key achievements over the last year are shown below against the commitments made:

Table 11 overview of sustainability progress

Commitment Progress update

Demonstrating and sharing best practice

Two of Homes for Lambeth’s schemes were featured in the New London Architecture’s (NLA) Zero Carbon London Report. The report by the NLA showcased 80 projects that showcase excelling environmental design and contribute to London’s ambition to become a low carbon city. Homes for Lambeth are proposing to introduce new and better green spaces for residents.

Homes for Lambeth Fabric first approach

Substantial reductions in carbon emissions when benchmarked against Part L of the Building Regulations (2013). Homes for Lambeth had committed to a 35% reduction, but will achieve considerably more as noted in the following schemes (with planning consent and/or in construction):

Hydethorpe Road: 71.9% reduction

Roman Rise: 73.9% reduction

Fenwick Place: 74.6% reduction

Patmos Lodge: 78.3% reduction

Trinity Rise: 80.0% reduction

Westbury Phase 2: 69.9% reduction

New data published by Lambeth Council’s Planning Authority shows Homes for Lambeth is delivering on average 32% more reduction in regulated carbon emissions than other developers in Lambeth. Planning applications approved by Lambeth in 2021 achieved an average carbon emissions reduction of 43% in comparison to an average of 75% on applications by Homes for Lambeth.

Reducing, re-using, and recycling during construction

Pre-demolition audits conducted ahead of demolition to determine if any materials are suitable for reuse/recycling. Homes for Lambeth is committed to recycling at least 80% of suitable existing materials on site.

Each site’s waste reduction performance is regularly monitored and recorded against industry standard benchmark targets.

Where feasible, Homes for Lambeth has used materials that have been recycled or have recycled content.

Sanitaryware specifications are ensuring internal daily water consumption of no more than 105 litres per person per day.

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Commitment Progress update

Reporting and Monitoring on the Circular Economy is being carried out on all projects, not just on referrable ones.

Sustainable lived experience

The greater than average reductions to carbon emissions have been achieved due to the commitment to build better homes, designed to be more energy efficient, improve air quality, and improve lives by reducing fuel poverty. By utilising recycled materials from demolished sites, installing air source heat pumps, heating networks, ambient loop distribution, MVHRs and testing the application of modern methods of construction we are at the forefront of building more sustainable homes in Lambeth.

In addition to the above, woodland gardens, community gardens with fruit trees, herb gardens and the introduction of new habitats to attract local fauna are being included within schemes to ensure they contribute to both the lived experience of residents and biodiversity of the local area.

All homes that HFL build will meet the Homes for Lambeth Design Principles and Lambeth Council design standards. Many of the principal objectives in the Homes for Lambeth Design Housing Guide were defined with the input of residents and will be reviewed regularly to ensure that residents’ priorities are met.

In the coming year, Homes for Lambeth will continue to ensure projects are brought forward in-line with its sustainability strategy.

7. Resident Engagement and Social Investment

The Resident Engagement and Social Investment programme focuses on residents living on the estates

that we will rebuild as well as HFL Homes residents. Changing restrictions during the year have meant

that Homes for Lambeth has had to be more agile with their engagement with residents. However, a

continued use of outdoor activities, digital activities and covid compliant indoor activities have allowed the

programme to continue successfully.

Social Impact Activities

In 2021/22 the programme aimed to:

support communities through rebuilding and mitigate any adverse health and well-being impacts of the rebuilding process

provide a range of opportunities to support increased financial resilience, improve mental and physical health and reduce inequality over time

give an early focus on leveraging the development process to generate employment and community support opportunities

To achieve these aims Homes for Lambeth undertook three programmes. Your Digital Future

This programme aims to increase residents' access to digital devices, data, and training to access

services, training, and information and keep in touch with friends and family. Through surveys and other

outreach, residents were identified who support from Homes for Lambeth would enable them to get

online. Residents were individually contacted, and tailored support was given to ensure they used their

device to good effect.

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In 2021/22 Homes for Lambeth:

distributed 24 laptops, 2 tablets, 3 phones (as phones), 9 (for data) and a router

continued to support our pilot group of residents who were loaned 12 tablets and 1 laptop in 2020/21

ran a weekly online IT training session with Clear Community Web (CCW - Lambeth based

organisation). Since April 2021, 12 residents have joined 1 or more of these sessions, giving 176

attendances at classes.

arranged 47 one to one tuition sessions with CCW for residents who needed additional support

throughout the past financial year.

As a result:

five residents used their devices to study college courses

four have achieved a foundation level IT qualification

a resident has completed a short self-employment course with 'Tree Shepherd'

residents participating in this Your Digital Future programme

o seek new homes online

o search for jobs online

o report that their school-aged children are using the laptop to do their studies

o are joining Homes for Lambeth activities

Your Skills

This programme seeks employment and training opportunities for our residents within HFL’s supply

chain, partners and stakeholders. It also aims to support residents applying for roles within Homes for

Lambeth itself. The programme also works closely with the council to ensure all section 106 obligations

are adhered to.

The programme has several elements, including:

employment and training opportunities with local organisations and contractors

mock interviews and ‘Interview with confidence’ workshops

CV and job preparation workshops

internships, work experience and apprenticeships programmes within Homes for Lambeth and

partners

As a result:

HFL recruited three interns, two of whom were Lambeth residents, all three were Black and Minority

Ethnic individuals

following the success of the summer internship programme, HFL employed eight apprentices, five of

whom are Lambeth residents

over one hundred residents took part in our events, three of which successfully secured

apprenticeships with the Berkeley Group in Lambeth

Your Wellbeing

This programme supports residents as their estates are rebuilt and is a crucial part of Homes for

Lambeth's activities. To do this, Homes for Lambeth:

ran monthly, one-hour group sessions facilitated by a qualified counsellor. These sessions offer

residents the opportunity to discuss any worries they may have in a friendly and supportive

environment

continued the regular yoga sessions for residents to reduce social isolation, improve physical activity

levels and promote good mental health

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alongside this, residents in need of support have been referred to organisations that will provide

them with targeted help and support

ran an English Speakers of Other Languages (ESOL) course in partnership with Morley College. This

was in direct response to requests from residents for ESOL provision and was run in June 2021.

As a result:

forty-three weekly yoga sessions were run with a cumulative total of two hundred and twenty four

attendances at sessions. Feedback on these yoga sessions included

“It helps me to relax and to forget any negative worries. It helps to calm your mind down, as well as

your body.”

“I feel much more relaxed by the end of the class.”

“It keeps your joints and muscles active, especially for older people.”

“I find the days can be long when you live on your own, not speaking to anybody. The yoga classes

break up your day on a Wednesday, it’s really nice to have a chat with everybody.”

“As a result of the exercise, all my muscles have strengthened, and I’m relaxed. For myself, the

exercise helps to free all my sluggish muscles and as a result I’m more flexible for movement and

relaxation.”

“The classes have helped all my muscles, including, breathing issues. Generally, it’s good for

improving the whole body.”

“Very calming, just makes you feel good afterwards. Movements are easy for those who are not fit or

lack mobility.”

nine monthly wellbeing sessions were run with a cumulative attendance of twenty four residents

eight residents were referred to welfare advice services for support

a further twenty six residents were referred directly to Lambeth Council for assistance

Thirty-two individuals applied to join the English conversation course, thirteen participants at level 1

completed the course. The remaining applicants were referred to Morley College for September

ESOL provision

of the learners who joined the course or who were referred for later courses, seven are on accredited

ESOL courses, one on an accredited English course, one has joined an IT course

a further three learners were referred to Croydon Adult Learning, and another three learners joined

the waiting list for future ESOL classes at Morley College

Activities with partners To deliver our programmes in 2021/22 HFL worked with a wide range of partners. These included:

Black Prince Trust – referrals of residents for sports activities, assistance with holiday activities

West London Mission – promoting of money management courses and having West London Mission at a number of our events

Clear Community Web – providing training partner for digital project

South London Healthy Homes – referrals of residents for energy advice and support

Centre 70 – referrals of residents for welfare rights advice

Morley College – ESOL course June 2021, referrals to college for educational opportunities

Project Smith – joint advertising of activities

Blue Elephant Theatre – holiday activities and referral to Wellbeing Team for housing advice

Christ Church Lunch Club – referrals to Lunch Club

Tree Shepherd – referrals for self-employment advice Resident Engagement on the estates which will be rebuilt We have continued to engage with residents on the six estates despite the restrictions placed on face-to-

face engagement due to the covid pandemic. On South Lambeth, Westbury and Knights Walk

engagement focused on the construction of new affordable homes. On Westbury and Knights Walk this

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extended to working closely with the council to support residents moving into their new HFL Home built

homes.

On Central Hill engagement started around masterplanning. This included a resident fun day, a ‘Your

Team’ event and three ‘meet the architect’ events. As a result, over 190 residents were surveyed on their

views via the ‘Central Hill Conversation’ and residents took part in the scoring of the architect’s bids.

Central Hill residents were also consulted on their views on proposed landscape improvements

connected to Roman Rise.

Across the programme in 2021/22 Homes for Lambeth’s engagement programme delivered:

22 Resident Engagement Panel meetings across the priority estates (including February 2022)

five ‘Your Team’ events in partnership with LBL colleagues from the Liveability and Housing

Transitions teams

two Autumn half-term community fun days

o Fenwick Estate

o Central Hill Estate

five other face-to-face resident events (not including Central Hill masterplan consultation activities)

o 1 Christmas concert (Fenwick Estate)

o 1 Photography exhibition launch (Knights Walk)

o 2 x Open house events (Knights Walk)

o 1 x Q&A event (South Lambeth)

five days of Easter break family activities (hosted online)

eight Estate newsletters editions sent to the priority estates (April to September 2021)

197 emailed bulletins, reminders, and updates to residents (April to December 2021)

40 Estate hub face-to-face drop-in days

HFL Homes resident engagement

Over the course of 2021-22, Homes for Lambeth engaged residents at Lollard Street via regular resident forums, working groups, consultations and included them on a tender panel to choose the managing agent for new handovers. Homes for Lambeth also engaged residents using satisfaction surveys, newsletters and invited them to join estate inspections. Much was learned through this process and this informed the decision to change the managing agent on that site as well as make other smaller local improvements. HFL has started estate inspections, coffee mornings, resident forums and working groups on the new sites at Westbury and Knights Walk.

Looking ahead to 2022/23 In the coming year Homes for Lambeth will continue to engage with residents across the estates. As we, hopefully, move beyond the covid pandemic we will increase the face-to-face activities. However, Homes for Lambeth will also continue with the best of the online engagement which has made it easier for more people to get involved. Homes for Lambeth will also seek to use the start of masterplanning on Central Hill and Fenwick to widen engagement across the whole range of our activities. Social Impact Activities In 2022/23 our programmes will aim to:

continue to deliver our programmes across all the 6 estates which we will rebuild

deepen our partnership working with the council and other local partners in the delivery of programme

ensure residents of the 6 estates benefit as much as possible from the rebuilding of their estates

ensure our programmes, communications and engagement actives are accessible and beneficial to the communities living on the estates

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To achieve these aims Homes for Lambeth will undertake the following programmes. Your Digital Future This programme will continue with the aim of:

distributing an additional 40 laptops and data connections

continuing to provide training and support for residents to get online and develop new skill and move to in person activities on the estates where there is a need

focusing the skills taught, these will include: o keeping in touch with friends and family o obtaining employment or better paid employment o supporting residents set up their own micro/small businesses

Your Skills This programme will continue with the aim of:

reaching as many residents as possible through the programmes which the Employability Team run such as CV and mock interview workshops, confidence building and one-to-one support as well as on the estates activities where there is a need

recruiting 5 additional apprentices to Homes for Lambeth

recruiting 5 interns to Homes for Lambeth

securing 5 work experience placements with partners

recruiting 2 kickstart trainees Your Wellbeing This programme will continue with the aim of improving physical and mental health, increased financial resilience and enhance access to educational opportunities. Homes for Lambeth will do this through projects including:

gardening groups

entrepreneurship support

inter-generational educational

fitness

confidence building

group counselling support In addition to these programmes, Homes for Lambeth will also:

implement the HACT social value calculator for all activities

continue delivering the programme level EQIA by carrying out an Equality Diversity and Inclusion audit of engagement and communication approaches along with our social impact activities

Homes for Lambeth will submit the results of both to the councils Ownership and Stewardship Panel. Resident Engagement on the estates which will be rebuilt In 2022/23 Homes for Lambeth will:

continue with masterplanning on Central Hill Estate

start masterplaning on the Fenwick Estate

engage with residents on South Lambeth, Westbury and Knights Walk estates on the next phases of the rebuilding of these estates

promote social impact activities on all estates

develop individual estate timelines

HFL Homes resident engagement

In the coming year we will continue with our forums and working groups, quarterly satisfaction surveys of

all sites and regular estate inspections. Our managing agents Lambeth Council will have a more visible

presence on all estates on a regular basis. In addition to this we will be forming a Resident Scrutiny Panel

early on in the year to hold us accountable for the performance of overall services to residents including

matters of health and safety. We also plan to recruit a resident to sit on the HFL Homes Board to contribute

to the strategic direction and oversight of the organisation.

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8. Liveability

Lessons learned from other estate rebuilding projects, the Equalities Impact Assessments and

experiences to date serve to underline the very real difficulties that can be experienced by residents on

their estates ahead of rehousing.

To support residents through the estate renewal process, the 2020 CMDDR set out a set of draft Liveability

Commitments on which it was intended residents would be consulted. The consultation took place in

September 2021 and the results will be published shortly. Feedback was largely positive.

However, notwithstanding this, both the council and Homes for Lambeth have sought to deliver against

the draft Liveability Commitments that were established last year and have made good progress in a

number of areas. Highlights include:

Recruitment of a Liveability Estates Service Manager

This manager is responsible for housing management across the six estates that are to be

rebuilt. Alongside the team of housing officers, project officers and surveyors, the Liveability Estates Team

has brought a dedicated focus to these estates to ensure that the Liveability Commitments are adhered to

at all times and have introduced a new commitment to partnership working.

Creation of a ‘Your Team’ one stop shop

The Liveability Estates Team have been working very closely with local residents and Homes for Lambeth

to better understand the issues that are important to residents who lives are, or will be, affected by the

rebuilding works. Together they have created “Your Team”, a one-stop shop for residents to discuss all

their concerns and speak directly to officers responsible for their estates. It includes a series of workshops

dedicated to topics such as repairs, bidding, leaseholders, and housing management amongst others.

Mitigation panels

To support residents through the disruption that estate renewal will bring, a Mitigation Panel process has

been introduced. These allow the individual circumstances of residents living on estates adjacent to

construction sites to be considered holistically by a panel chaired by the Liveability Estates Service

Manager and are also attended by relevant Homes for Lambeth and council officers, plus the affected

resident and any representatives they wish to invite. This enables mitigations to be applied expeditiously

where necessary. To date there have been four held for residents living on South Lambeth and two at

Central Hill.

A coordinated approach

In addition to the above, the Liveability Estates team has instigated a series of workstreams to improve

areas including pest control measures, drain clearance and fly tipping. In addition, at Central Hill, we have

worked with a local charity (Rathbone) to bring the former area housing office into temporary use for youth

/ community facilities.

The Liveability Estates Team is also working closely with partners, including the police, public protection,

adult social care, and regulatory service to seek to deal with Anti-Social Behaviour at an early stage.

In addition, the team have launched a door-knocking project to keep our existing records updated with

information about residents experiencing vulnerability living on the 6 estates and putting in measures to

support them such as sign-posting and referrals.

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Equalities and Health Impact Assessments

Equality Impact Assessments continue to be a key tool in ensuring the redevelopment programme delivers

positive outcomes for all our residents. This year has seen the adoption of health impact assessments to

supplement this work, allowing any possible negative health impacts of the redevelopment programme to

be identified, including those resulting from construction and moving. Clear mitigations were adopted and

their effectiveness reviewed.

Integrating health into masterplanning is a key workstream of the Central Hill Masterplanning process.

Work is underway with the piloting of a combined equalities and health impact assessment with an

enhanced approach to mental health and wellbeing. This work is being delivered in partnership with Public

Health.

A refreshed equalities impact assessment and new health impact assessment which including one to one surveys with all residents on the estate has been commissioned for South Lambeth and is due for completion in quarter 1 of 2022/23.

9. Governance

In April 2021 the Council and Homes for Lambeth entered into a Shareholders’ Agreement (SHA) to replace the Memorandum of Understanding.

The performance of the projects and the overall programme is measured with a set of Key Performance

Indicators (KPIs). These indicators enable the Council as shareholder to track actual progress against

the agreed programme and are published as part of Ownership and Stewardship Panel meeting notes.

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Equalities Panel: 1 March 2021 Report title: Lambeth’s Estate Rebuilding Programme 2020 EqIA – 2021-2022 progress update Linked Cabinet Report – Council and Homes for Lambeth Joint Delivery Plan Wards: All Portfolio: Councillor Matthew Bennett; Cabinet Member for Planning, Investment and New Homes Report Authorised by: Eleanor Purser and Sara Waller: Strategic Directors for Sustainable Growth and Opportunity Contact for enquiries: Alice Orr-Ewing, Head of Resident Commitments and Rehousing (Regeneration), [email protected] 1. REPORT SUMMARY 1.1. The purpose of this report is to update the Equalities Panel on the progress made

implementing the mitigations outlined in the Lambeth’s Estate Rebuilding Programme EqIA undertaken in January 2020, as originally considered by this panel on 17 March 2020, and builds on the update presented to the Panel on the 23 February 2021. The report also provides a look ahead to related actions planned for 2022/2023.

1.2. This report is being undertaken in advance of the report to Cabinet on 21st March

2022 which will detail the progress made against the whole programme delivery of the Homes for Lambeth 2020-2023 Business Plan, via a report entitled Council and Homes for Lambeth Joint Delivery Plan.

1.3. Information in sections 2 -4 of this report was previously presented to the panel but

has been included for clarity and consistency.

1.4. The report is organised under the following key headings 1. Report summary 2. Background 3. Approach to EqIAs in the regeneration programme 4. Summary of 2020 Lambeth’s Estate Rebuilding Programme EqIA 5. Progress update – 2021/22 6. Actions planned – 2022/23

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2. BACKGROUND 2.1. The HfL 2020-2023 Business Plan, and accompanying CMDDR, set out a three-year

programme for the delivery of new homes. The CMDDR detailed the financing and governance of the HfL rebuilding programme as well as restating the council’s commitments to tenants and homeowners living on our regeneration estates.

2.2. To support the development of the 2020-2023 business plan, an independent

programme level EQIA was completed across the six estates, to understand;

• The strategic issues that are common across the programme, as well as the specific issues for each estate.

• The impact of intersectionality between the nine protected characteristics and the three local characteristics (socio-economic, language and health) and where this could lead to disproportionate negative impacts.

• How to affect the move from a one-off approach to equality analysis to a continuous process of review that drives action.

• The effectiveness of the operation of the mitigations the council has put in place through the Key Guarantees.

• How to bring about collaboration between partners and residents to put together future iterations of the EQIA’s

• How to continue to maintain trust with residents and the ‘permission to proceed’ with the regeneration

2.3. The full 2020 EqIA can be found in Appendix 1 of this report. The main findings are

summarised in section 4 of this report, with the identified mitigations listed in full in Appendix 2.

3. EQIA ANALYSIS AND MITIGATIONS AS AN ITERATIVE AND ONGOING PROCESS

3.1. While the programme wide EqIA provides a clear framework for our approach at a

strategic level, it should be noted that it is the estate level EqIAs which support us to identify mitigations relevant to a specific scheme and population.

3.2. The six estates identified in the regeneration programme are all at different stages in

the redevelopment process and therefore the mitigations undertaken are those that have been identified as appropriate to that particular stage.

3.3. The March 2020 CMDRR committed to the following approach to the undertaking of

estate/site based EqIAs - Full EqIAs need to be carried out to inform any major decisions or commitments on the future of an individual estate. These stages have been identified as:

• Feasibility Stage – to help inform whether or what part of an estate will be

redeveloped – an EQIA accompanies the Cabinet Member’s decision on the scale of redevelopment for an estate. These are in place for existing projects and the decision to undertake comprehensive development is established.

• Masterplanning– to help inform the design work and to ensure that the replacement homes adequately cater for the existing community of residents, whose homes are being demolished– an EQIA then accompanies any Cabinet report that seeks authorisation for a Compulsory Purchase Order; and,

• Interim Reviews – these will be data refreshes and reviews undertaken when Compulsory Purchases Orders are progressed. Equalities will be reviewed as part of all programme workstreams and reported via workstream update to the Housing Regeneration Board.

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4. LAMBETH’S ESTATE REBUILDING PROGRAMME 2020 EQIA 4.1. While the core aims of the rebuilding programme, namely more affordable, better

quality homes, were assessed as having a possible positive impact on residents of all protected characteristics, it was acknowledged that the rebuilding and moving process itself may have possible negative impacts on a number of residents with protected characteristics.

4.2. The tables below, provide a summary of the 2020 EqIA findings by protected

characteristic:

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Local characteristics

4.3. In response to the above findings, a detailed list of mitigations was presented under

the following six themes.

1. Reducing the impact of disruption caused by major redevelopment programme (all groups) 2. Engaging all groups through the development of proposals (all groups) 3. Ensuring homeowners can access finance (older persons and low-income households) 4. Reducing the impact of potential increased housing costs (all groups) 5. Ensuring the new homes meet the needs of residents (health and disability) 6. Sense of belonging and community (all groups)

5. PROGRESS UPDATE 2021-2022 5.1. Appendix 2 of this report sets out the full list of mitigations identified in the 2020

EqIA and notes the progress made in their delivery in 2021/22 as well as related actions planned for 2022/23. Below is a summary of progress against three key themes:

a) Supporting residents into their new home b) Evaluating the effectiveness of identified mitigations c) Improving health outcomes

a) Supporting residents into their new home 5.2. With the completion of 80 social rent homes across Westbury and Knight’s Walk,

this year has seen 35 secure tenanted households move into a new home on their existing estate. Taking a person centre approach, each of these households has:

Received one to one support from a named resident decant officer

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Had removals arranged (including unpacking for residents assessed as requiring additional support),

Been screened for an occupational assessment, with those requiring an assessment being assessed prior to fit out of the new homes, allowing for all required aids and adaptations to be installed prior to move in.

Received a training session on how to operate their new home

Have receive a 5 year discount on their rent to ensure that any increase (as a result of the new homes having a higher market value) is phased in over a five year period with no increase in the first year.

Been subject to 121 telephone and in person surveys in order to ensure a robust data set for the Westbury estate level EqIA which was updated at the start of the year.

b) Evaluating the effectiveness of identified mitigations

5.3. The Key Guarantees for secure tenants and council homeowners contain one of a

number of key mitigations. To ensure residents can make the right decision for their household, residents are able to elect to move in advance of the redevelopment. For secure tenants this is includes an option to return to their estate once the redevelopment is complete.

5.4. Work has been undertaken to ensure there are no unintended barriers to residents

exercising their right to move under the Key Guarantees. The following analysis compares the ethnicity, age and gender of those secure tenants who have, to date, exercised their right to move under the Key Guarantees, with the tenant population of the estate in 2015/16 before the Key Guarantees were adopted.1

5.5. This analysis represents the first stage of review, providing an initial indication of

areas that require further analysis and engagement with residents. In particular, further work is required on intersectionality – eg cross referencing data against characteristics eg considering white female older persons rather than simply ‘white’ or ‘female’. See Section 6 Actions Planned for 2022/23. A similar analysis is required for disability and health, which has not been possible at this stage due to how data was collected in 2015/16, namely that residents were able to self categorise their disability and/or health needs which is different to how data is collected during the allocations process.

1 Notes regarding data and assumptions

a) Demographics data for council homeowners is much more limited (compared to secure tenants) due to the difference in the legal relationship the council has with these households hence their exclusion from this analysis. See Appendix 2 Actions Planned for 2022/23 to note how this will be addressed in the future.

b) Due to how data was collected in 2015/16, for the purpose of this comparison, ethnicity and gender data has had to be grouped into broad categories. Data is now collected via more appropriate narrower definitions eg Black African British or White Portuguese.

c) 2015/16 data for Westbury and South Lambeth includes data for three blocks (Durrington, Amesbury and Wimborne House respectively) where, due to these blocks being excluded from the redevelopment programme, households are not eligible for a move under the Key Guarantees.

d) Where percentages do not total 100% this is due to the rounding up of decimal points or where the tenant has refused to provide data.

e) Percentages highlighted in pink indicate a variance of 25% or more between the 2015/16 composition of the estate and those who have moved under the Key Guarantees and where the sample size is greater than 5.

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Ethnicity

Estate (tenants

eligible for KG move)

Asian Black Mixed Other White

2015/16

KGs move

2015/16

KGs move

2015/16

KGs move

2015/16

KGs move

2015/16

KGs move

Central Hill (317) 2% 1% 46% 55% 2% 8% 7% 3% 33% 30%

Cressingham (208) 3% 3% 44% 41% 10% 10% 10% 6% 32% 33%

Fenwick (264) 2% 3% 48% 51% 3% 5% 8% 4% 30% 31%

Knight's Walk (17) 4% 0% 23% 25% 0% 0% 4% 0% 50% 50%

South Lambeth (101) 4% 0% 46% 73% 1% 0% 10% 0% 29% 27%

Westbury (48) 3% 0% 37% 43% 7% 0% 3% 0% 48% 57%

All LBL tenants 3% n/a 46% n/a 2% n/a 7% n/a 33% n/a

5.6. As per the above, with the exception of South Lambeth, the ethnicity of residents

moving under the Key Guarantees mirrors the ethnicity of the original population of the estates. We can therefore conclude that there are no unintended barriers to tenants accessing this mitigation by virtue of ethnicity.

5.7. The exception to this is on South Lambeth where a significantly higher proportion of households led by a tenant of Black ethnicity have moved off their estate under the Key Guarantees. Further work will be undertaken to understand the reasons for this variance on the local level.

Age

Estate (tenants eligible for KG

move)

Under 25 25-44 45-64 65+

2015/16 KGs move 2015/16

KGs move 2015/16

KGs move 2015/16

KGs move

Central Hill (317) 3% 2% 36% 50% 43% 36% 18% 12%

Cressingham (208) 1% 1% 31% 50% 41% 34% 27% 14%

Fenwick (264) 2% 0% 40% 49% 40% 45% 15% 6%

Knight's Walk (17) 4% 0% 15% 13% 42% 38% 39% 50%

South Lambeth (101) 0% 0% 36% 33% 44% 60% 19% 7%

Westbury (48) 0% 0% 40% 43% 39% 50% 18% 7%

All LBL tenants 2% n/a 31% n/a 45% n/a 22% n/a

5.8. Of the three characteristics analysed, age shows the greatest variance, with

residents aged 65+ less likely to take up the Key Guarantees offer to move. 5.9. Aged 65+ households are less likely to be overcrowded as children have moved out,

and therefore less likely to have used the Key Guarantees to move into a more appropriately sized home, which has been a key consideration for many of the residents in the 25-44 age bracket, as seen at Central Hill and Cressingham. Over 65s households are also more likely to have lived longer on the estate leading to an increased sense of belonging and localised support networks.

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5.10. However, it is imperative that we ensure that older residents are able to move if they wish and further engagement with this particular group is planned for 2022/23 to understand this variance in data.

5.11. Knight’s Walk – while the data shows higher proportion of older residents have moved, this should be noted in reference to a small sample and higher than average age profile of residents residing in these homes.

Gender

Estate (tenants eligible for KG move)

Female Male

2015/16 KGs move 2015/16 KGs move

Central Hill (317) 62% 62% 38% 38%

Cressingham (208) 56% 60% 44% 40%

Fenwick (264) 60% 59% 40% 41%

Knight's Walk (17) 65% 63% 35% 38%

South Lambeth (101) 57% 67% 43% 33%

Westbury (48) 60% 86% 40% 14%

All LBL tenants 63% n/a 37% n/a

5.12. While on four of the estates the gender of those taking up their Key Guarantee right

to move reflects the gender composition of the estate in 2015/16, both Westbury and South Lambeth have seen a greater proportion of female headed households move than those headed by a male.

Westbury Estate Case study With the exception of two secure tenants (who requested to stay in their current home until a later phase), Westbury is the first estate in the rebuilding programme where all remaining secure tenants have now been rehoused in a new development of council/social rent homes on their estate. This enables an end to end analysis of a redevelopment programme with regards to the demographics of residents who have stayed/ moved away. Ethnicity:

Ethnicity 2015/16 Moved away Stayed & permanently rehoused on estate

Asian 3% 0.0% 7.1%

Black 37% 42.9% 39.3%

Mixed 7% 0.0% 3.6%

Other 3% 0.0% 3.6%

White 48% 57.1% 42.9%

Age:

Age group 2015/16 Moved away Stayed & permanently rehoused on estate

under 25 0.0% 0.0% 0.0%

25-44 40% 42.9% 17.9%

45-64 39% 50.0% 46.4%

65+ 18% 7.1% 35.7%

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Gender:

Gender 2015/16 Moved away Stayed & permanently rehoused on estate

Female 60% 85.7% 50.0%

Male 40% 14.3% 50.0%

Findings

Households led by a tenant of a Black ethnicity were broadly equally likely to stay or move off.

Households led by a tenant of a White ethnicity were slightly more likely to move off their estate than stay and be rehoused.

Findings for households led by a tenant of Asian, Mixed or ‘other’ ethnicity are not statistically significant due to the small sample size.

Households led by a tenant aged 25-44 were significantly more likely to move off their estate than stay and be rehoused.

Households led by a tenant aged 65+ were significantly more likely to stay on their estate rather than moved off.

Women were significantly more likely to move off the estate than to stay and be rehoused.

In contrast to other estates, male led households were significantly more likely to stay on their estate.

Conclusions

This supports the assumptions outlined in paras 5.7-5.13 of this report, namely that: A residents’ ethnicity presents no barrier to their accessing a move off their

estate or staying and being rehoused in a new home on their estate. Over 65s are more likely to remain on their estate possibly due to be being

less likely to be overcrowded and more likely to have lived on the estate for longer and therefore have stronger ties to the estate, though further work is required to confirm this.

25-44 year olds are more likely to have moved off rather than wait for a new home and stay, it is suggested that this is closely linked to these households being more likely to contain children and in turn more likely to be overcrowded than other age groups. This assumption will be tested by future data analysis that cross references household size against age.

More work is required to understand why, unlike other estates, male households were much more likely to stay, initial explanations is this is linked to a higher than average single person male households who are more likely to be housed in the appropriately sized home than female led or male led (with children) households.

c) Improving health outcomes

5.13. The January 2020 EqIA identified both possible negative and positive impacts on residents’ health. This year has therefore seen a focus on putting in place an approach that ensures we maximise the potential positive impacts and reduce any potential negative impacts. Work this year has had three focuses:

Integrating Health into the Masterplanning process

5.14. This approach aims to ensure that health (both physical and mental) and wellbeing

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outcomes are considered at every stage of the masterplanning process resulting in both a design of the estate that maximises positive health outcomes based on current residents’ needs, as well as a redevelopment programme, including construction, phasing and rehousing, that minimises any possible negative impacts.

5.15. The combining of the health and equalities assessments acknowledges the intersectionality of demographics and health and removes the compartmentalisation that rarely reflects residents’ lived experiences. The project has been scoped and is due to commence in quarter 1 of 2022/23.

Improving support for residents experiencing vulnerabilities 5.16. This is a joint project between Housing Delivery, Homes for Lambeth,

Neighbourhood Housing and Adult Social Care. Key aims of the project are to:

Improve the data held on residents by undertaking a door knocking exercise on all six estates.

Appoint a social worker and occupational service to enable a holistic approach to supporting residents both known and unknown to Adult Social Care and Children’s Services.

Introduce a risk assessment based approach to addressing the impact of intersectionality on a resident’s ability to access support and mitigations identified in the EqIA.

Improve business processes to strengthen end to end support, acknowledging that residents’ needs may change over the course of the redevelopment programme.

Supplementing existing estate level EqIAs with new Health Impact Assessments

5.17. Where Masterplanning has already taken place (Knight’s Walk, South Lambeth and

Westbury), health impact assessments on the agreed programme will be undertaken to ensure appropriate mitigations are in place, in particular related to the construction and move in process.

5.18. A Health Impact Assessment has been commissioned for South Lambeth Estate with 121 resident surveys commencing in mid February. This is being completed in tandem with a refresh of the current South Lambeth EqIA as we reach a key stage in the redevelopment programme – the making of a Compulsory Purchase Order.

5.19. The findings of these assessments will be presented to the Equalities Panel in Q2 of

22/23 6. ACTIONS PLANNED 2022-2023

6.1. While actions in all mitigation themes have been implemented (as appropriate to the

different phases of the programme) they will continue to be a central focus of our operational policies and procedures.

6.2. For a full list of actions planned for 2022/23 see Appendix 2 of this report which sets

out actions against all identified mitigations.

6.3. Our primary focus in the coming year will be to continue to embed more monitoring and evaluation tools as well as delivering the following projects:

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Integrating health into Masterplanning pilot (see paragraphs 5.14- 5.15)

Improved equalities and health data management system – to support more in depth analysis and to capture the impact of intersectionality

Improving data held on council homeowners

Support for residents experiencing vulnerabilities (see paragraph 5.16)

Maxmising the benefits of social value programme

Review of support available to residents at the point of move to new home – this is an action as a result of feedback received from tenants who moved into their new homes this year.

Production and distribution of a new plain English guide to the key guarantees

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Lambeth’s Estate Rebuilding Programme 2020 EqIA – 2021-2022 progress update – Equalities Panel 1 March 2022 APPENDIX 2 – Full list of mitigations identified – 2021/22 progress – 2022/23 actions planned

Mitigations identified in 2020 EqIA 2021/22 Progress 2022/23 actions planned

Theme 1 - Reducing the impact of disruption caused by major redevelopment programme

Dedicated rehousing support for all tenants and leaseholders

Publication and promotion of Key Guarantees which set out the rehousing options and process for all residents

Compensation for tenants and homeowners via home loss and disturbance payments

Single move to new home wherever possible, with a single move prioritised for disabled and older resident groups.

Effective management of construction to ensure safe spaces and routes.

Play and amenity space to be maintained where possible during construction

Possibility of private rented tenants to maintain their tenancy after a leasehold buyback.

Completion of 80 social rent homes across Westbury and Knight’s Walk, 35 existing secure tenanted households have move into a new home on their existing estate. Taking a person centre approach, each of these households has: Received one to one support from a

named resident decant officer Had removals arranged (including

unpacking for residents assessed as requiring additional support),

Been screened for an occupational assessment, with those requiring an assessment being assessed prior to fit out of the new homes, allowing for all required aids and adaptations to be installed prior to move in.

Received a training session on how to operate their new home

Have receive a 5 year discount on their rent to ensure that any increase (as a result of the new homes having a higher market value) is phased in over a five year period with no increase in the first year.

Been subject to 121 telephone and in person surveys in order to ensure a robust data set for the Westbury estate level EqIA which was updated at the start of the year.

Westbury Estate Local Lettings Plan agreed and implemented allowing a portion of new

Continued offer a nominated support officer to enable one to one support for all affected secure tenants and council homeowners.

Implementation of South Lambeth Local Lettings Plan – all eligible residents to be contacted and asked for expression of interest (translation straplines with freepost envelope to respond included).

Production of a detailed FAQs for the Key Guarantees for secure tenants and council homeowners.

121 surveys with all South Lambeth Estate households (including private renters and temporary accommodation households) in preparation for refreshed Estate level EqIA and new Health Impact Assessment which will be incorporated into phase 2 reserved matters application.

Engagement with over 65s to ensure no barriers to accessing Key Guarantees

Improved equalities data capturing for council homeowners.

Continued offer of Mitigation Panels where construction in place.

Appointment of social worker and Occupational therapist

Introduce a risk assessment based approach to addressing the impact of intersectionality on a resident’s ability to access support and mitigations identified in the EqIA.

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homes to be ringfenced to secure tenants living on the estate (whose home will not be demolished) enabling overcrowded households to move into larger homes while remaining on their estate.

46 secure tenanted households have been supported by the decant team home to move to alternative council homes in the borough at the tenant’s request.

Resident facing Your Team events held on South Lambeth, Central Hill and Westbury. Internal estate teams brought together each month to discuss and resolve any cross-cutting issues.

Improve the data held on residents experiencing vulnerabilities by undertaking a door knocking exercise on all six estates.

Theme 2 - Engaging all groups through the development of proposals

Consultation with residents ongoing with support for residents to aid their full participation.

Continued programme of consultation activities

Training available to support full resident participation

An independent advisor funded for each estate for the duration of the programme.

Equalities training and briefings for staff working with residents.

Translation or offer of translation for all residents who would prefer.

Additional mitigations suggested by residents:

Monthly newsletters, including update from Resident Engagement Panel, for all 6 estates.

Bi-monthly timetable of all key dates inc consultation, Resident Engagement Panel meetings, council decision making, construction, CPO, procurement.

Two weeks notice for all meetings

Funding for legal and surveyor advice for residents taking part in consultations

Homes for Lambeth have contracted ‘Language Line’ and have also used their own diverse staff to meet the language needs of their residents.

Consultation and engagement activities have continued for example around the social impact activities residents would like to see, the architect selection on Central Hill, phase 2 at Westbury and landscape improvements link to Roman Rise.

Resident Engagement Panel on Fenwick re constituted and successfully operating on Westbury.

Dialogue underway with residents at South Lambeth and Central Hill on improving their Resident Engagement Panels.

24 laptops,2 tablets,9 phones for data,3 phones for phone use and 1 router have been distributed to residents.1-1 training sessions and online training sessions have been held to date.

One to one surveys with all South Lambeth Estate households (including private renters and temporary accommodation households) in preparation for refreshed Estate level EqIA and new Health Impact Assessment, the findings of which will be incorporated into phase 2 reserved matters application.

Engagement with Over 65s to ensure no barriers to accessing Key Guarantees

Central Hill Masterplanning – co-design with residents approach

Reprocurement of independent tenant and homeowner advisors for each estate to maintain free independent advice.

Continued support and nurturing of resident led groups for engagement on development proposals.

Specific resident engagement programme for reserved matters for phase 2 at South Lambeth.

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Circulation of organisational charts and reporting lines for LBL and HfL

Resident Engagement Panel meetings to be independently minuted, voice recorded with a 3 month workplan and senior LBL and HfL officers in attendance.

Independent advisor to undertake home visits and drop in sessions on a variety of days.

Published the areas of equalities training LBL & HfL officers have undertaken.

Collect and report uptake of translation services, translation services to be promoted by independent advisors, and all materials (esp letters) should be available for translation.

ESOL class held with Morley College in June Continued promotion and deliver of HfL Digital Inclusion Programme.

Review approach to engaging with temporary accommodation households living on the six estates.

Scoping of young persons engagement stream and consideration as to how programme can contribute to Lambeth’s 3–5 year programme to become a child friendly accredited community through UNICEF

Theme 3 - Ensuring homeowners can access finance (elderly and low income households)

Independent financial advisors in place and accessible to private renters, leaseholders, and tenants.

Council and HfL will advocate for homeowners with lending institutions and consider help broker lending to homeowners if unsupportive to homeowner circumstances.

Option D of Key Guarantees states the council will support homeowners, as requires, to find private social rented homes.

Shared Ownership option for older people that enables them to transfer equity of their estate should they pass away.

Additional mitigations suggested by residents:

Reasonable negotiations with leaseholders with all pertinent information before CPO application.

Council should consider CPOs on a phased, rather than whole estate basis.

HfL Social Impact Team has arrangement with Centre 70 to refer residents in need for welfare advice. Team also refers residents eligible for LBL support to the Housing Support Team.

Continued one to one support for affected homeowners.

Continued promotion of free independent financial advice service to increase uptake.

Compensation cap removed for homeowner valuations and conveyancing where resident is moving into a new shared ownership home on their estate.

First stage of data analysis complete to ensure no barriers to tenants taking up their Key Guarantee right to move in advance of the

redevelopment.

Finalising of shared ownership product including suite of information documents for homeowners.

Continued one to one support for affected homeowners allow for person centre approach to support.

Homeowner focused meetings on South Lambeth and Fenwick Estates

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Theme 4 - Reducing the impact of potential increased housing costs

Service charges for new homes to be reviewed throughout development of the programme with any changes (increase or decrease) communicated as soon as clear.

All residents to have access to independent advice

All homes to be designed to high levels of sustainability to enable reduced utility costs for residents.

All tenants who have to move to be offered a new lifetime home on the estates at council rent levels on lifetime assured tenancy with a preserved right to buy.

Council tenants who wish to move off estate awarded the highest standard priority for rehousing with a Band A.

Resident homeowners who wish to sell their home will be offered market value (on a no development basis) plus 10% home loss and reasonable disturbance costs.

Non-resident homeowners who wish to sell their home will be offered market value (on a no development basis) plus 7.5% home loss

Resident homeowners who wish to stay to be offered a shared ownership options that ensures they are not financially penalised i.e. they will only have to pay the rent element if they are unable to port their existing mortgage/ get a new mortgage so they are not making mortgage repayments and paying rent.

Key Guarantee booklets set to residents on Central Hill and Fenwick to ahead fun days were officers we available to answer questions.

Several events held to advise residents on efficient energy usage. Individual referrals also made to South London Healthy Homes for assistance with energy related needs.

Referrals made to Centre 70 and Housing Support Team for residents in need of welfare advice.

Cross team project group set up to look at the energy costs for new homes.

Comparisons to be made with old homes, engaging residents via working groups.

All 35 secure tenants who moved into new homes on Westbury and Knight’s Walk have received discounts on their rent to ensure any increase is phased in over 5 years.

Rising costs of energy to continue to be a pressing issue for residents, in particular post April 2022 when caps lifted, and group to work on communications to residents on all sites.

LBL and HfL to continue joint working in securing best value for money in terms of setting service charges for new build properties.

Existing South Lambeth Estate secure tenants to receive five year discounts on any increase in rent when moving into their new homes due for completion August 2022 enabling any increase to be phased in over 5 years and no rent increase in their first year.

Residents to be supported in ensuring maximum benefit entitlement when moving into new homes.

Theme 5 - Ensuring the new homes meet the needs of residents (health and disability)

All new homes to be built to a fabric first standard improving air quality within the home.

New homes - Following occupational therapy assessments, 4 homes on Knight’s Walk and 7

Delivery of integrating health into Masterplanning pilot – Central Hill – findings to

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The new homes will meet tenants housing need eg overcrowded households will move into larger properties.

Resident will have the opportunity to be involved in the design of the new homes including individual choices relating to the internal finishes of their new home.

Occupational therapy and medical needs assessments will be carried out in advance to ensure the new homes can be design and allocated to meet the needs

Where appropriate HfL will look to commission a handyperson scheme to support residents when moving into their new homes.

homes on Westbury Estate have had aids/adaptions designed into the new homes which met the individual need of identified households.

South Lambeth – 8 occupational therapy assessments have been undertaken and the recommendations will be designed into the identified new homes for secure tenants in Phase 1

Scoping of new approach to integrating health into the masterplanning process.

be incorporated into design of new homes and estate, phasing and decanting strategy.

Appointment of social worker and occupational therapist to housing delivery team.

Completion of updated Housing Needs Survey for Central Hill to ensure that masterplan delivers the right kind of homes for existing residents.

Theme 6 - Sense of belonging and community

HfL has established a dedicated work stream to support communities and individual residents through the rebuild. It has already included and will continue to include activities which seek to bring communities together (e.g. classes, social activities etc.). Further information on this mitigation is provided in the sec.

Fundays held on Fenwick and Central Hill which included activities requested by residents.

Christmas concert held on Fenwick.

Photo essay exhibition of residents held at Knight’s Walk

Regular Hub open days and coffee mornings held on Fenwick, Knight’s Walk and Westbury.

Weekly phone in yoga sessions and holiday activities have been held this year.

Continued programme of health and wellbeing events

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Appendix C: The Key Guarantees The Key Guarantees for resident homeowners

Homes for Lambeth and Lambeth Council are committed to rebuilding a number of estates to provide the better homes existing residents need, and more new homes to help tackle Lambeth’s housing crisis.

No one underestimates the potential distress that rebuilding an estate could cause to the people living there. The Key Guarantees are an important part of this as they set out what secure tenants and homeowners on estates which we are rebuilding can expect from Homes for Lambeth and Lambeth Council. The Key Guarantees were developed in partnership with residents and independent organisations - following a formal consultation they were formally adopted as official policy by Lambeth Council’s cabinet and Homes for Lambeth.

Guarantee 1

If you, as a resident homeowner, wish to continue to live on your new estate, you will be given the opportunity to do so. You will be offered a range of options depending on your personal financial circumstances. If none of these options are adequate to enable you to continue living on your estate, the council will explore other options with you. (This Guarantee does not apply to non-resident homeowners.)

Existing residents living on estate regeneration estates have priority for the newly built homes. The newly built homes will have a higher market value than existing homes. The council has identified various ways in which you can obtain full or partial ownership of one of these new homes and thereby remain living on your estate. You have the following options.

A: Leasehold – buying a new home outright

B: Zero Rent Shared Ownership - buying a shared ownership new home – where your existing mortgage can continue or a new mortgage can be obtained

C: With Rent Shared Ownership - buying a shared ownership new home – where your existing mortgage cannot continue nor can a sufficient new mortgage be obtained

D: Other options - where home ownership is no longer a feasible option the council will explore other options with you, including a rented home on the rebuilt estate

For all these options, Guarantee 3 applies.

A: Leasehold - buying a new home outright.

You would be able to swap the value of your existing home together with your home loss payment into a newly built home and then make an additional lump sum payment so that you can own the new home outright (100%).

Criteria:

You would have to put the full value of your existing property together with your home loss payment into the new property

You would have to make up the difference to the value of the new property with a lump sum contribution

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You would have to pay 100% of service charges If you wish to downsize to a smaller home and the value of your existing home plus

home loss payment turns out to be of higher value than your new home, then the council will pay you the difference in value

If available, you could potentially acquire a larger home than your current home You would have to make your own mortgage arrangements current home You would have a lease of 125 years

B: Zero Rent Shared Ownership. Buying a shared ownership new home – where your existing mortgage can continue or a new mortgage can be obtained.

You would be able to swap the value of your existing home, together with your home loss payment, into a newly built home with the same number of bedrooms or fewer –i.e. 110% of your existing property’s value. You would obtain an equivalent value share in the new home and be able to live in it without making any additional lump sum payment. The remaining share in the property would be retained by Homes for Lambeth; you would not have to pay any rent for the share owned by Homes for Lambeth.

Criteria:

You would have to put the full value of your existing property together mortgage arrangements to secure a with your home loss payment into the new property

Your share of the home would be a percentage of the total value of the home You would have a shared ownership lease with zero rent You would have a shared ownership lease of 125 years You would have to make your own mortgage arrangements to secure a mortgage of

at least the size of your current mortgage You would have the ability to “staircase” – to buy additional percentage shares of

your new home up to 100% You would have to pay 100% of service charges

Under option B you have to be able to put the full market value of your existing property (regardless of whether you have any mortgage or not) plus your home loss payment into the new home.

C: With Rent Shared Ownership. Buying a shared ownership new home – where your existing mortgage cannot continue nor can a sufficient new mortgage be obtained.

You would be able to swap the value of your existing home (minus your current outstanding mortgage obligations) together with your home loss payment, into a newly built home with the same number of bedrooms or fewer. You would obtain an equivalent value share of the new home and be able to live in it without making any additional lump sum payment. The remaining share of the property would be retained by Homes for Lambeth. You would have to pay rent for the share owned by Homes for Lambeth to cover the cost to Homes for Lambeth for acting as a lender of last resort.

Criteria:

You would need to notify the Housing Regeneration team that you are unlikely to be able to obtain a new mortgage

You would be put in touch with an independent financial adviser, who specialises in the affordable housing market, who would explore your options to identify whether there are any other mortgage providers who may be able to assist

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If you are unable to secure a mortgage:

You would need to notify the Housing Regeneration team that you are unable to obtain a new mortgage

You would have to put the full value of your existing property minus your current remaining mortgage together with your home loss payment into the new property

Your share of the home would be a percentage of the total value of the home You would have to pay a rent for the share retained by Homes for Lambeth, where

that rent would be determined on the basis of the cost to Homes for Lambeth for repaying your current existing mortgage and acting as lender of last resort; the rent would be converted into a percentage of the value of the share of the property owned by Homes for Lambeth, up to 2.75%; this would be calculated on the basis of the interest only cost to Homes for Lambeth

We would expect that the share of the property that you retain would probably be more than 25%

You would have the ability to “staircase” – to buy additional percentage shares of your new home up to 100%

You would have to pay 100% of service charges You would have a shared ownership lease of 125 years

Under option C you have to be able to put the full market value of your existing property minus your current mortgage plus your home loss payment into the new homes and will pay rent to the council.

D: Other options. Where none of options A to C are feasible then the council will explore with you the best option available to enable you to move into a newly built home on your estate.

The following process will be applied:

You would need to notify the Housing Regeneration team that you are unlikely to be able to obtain a new mortgage

You would be put in touch with an independent financial adviser, who specialises in the affordable housing market, who would explore your options to identify whether there are any other mortgage providers who may be able to assist If no mortgages are available and you are unable to pay the rent proposed by Homes for Lambeth, then we will work with you to identify what choices you could afford with a view to enable you to remain living on your estate; this could renting a new home at a level set according to what you can afford

Are you a “resident” or “non-resident”?

You are understood by the council to be a resident if, at the point in time when you wish to or have to move home,

you have already been living in your home on your estate for more than a year and can prove that your home on your estate is your primary place of residence; and

you are living in your home on your estate as your primary place of residence at the time that the council either makes a compulsory purchase order for your estate or submits a planning application for a masterplan for your estate (whichever is earlier) and you remain living on the estate until you have to move home.

Local lettings policies will be developed in collaboration with residents on each estate. These policies will define the criteria by which new homes will be allocated and made available to

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different categories of residents on the estate. Current non- resident homeowners need to be aware that it is probable that length of residency on the estate is likely to be a criterion that will inform the prioritisation process for allocation of new homes.

Guarantee 2

If you, as a homeowner, do not wish to live in a home on the newly built estate, you will have to sell your home to the council for market value (plus home loss compensation) after an independent valuation and make your own new housing arrangements. (This Guarantee is the only option available to non-resident homeowners.)

The council will seek to reach agreement with you on the value of your home The council is progressing an early buy backprogramme, so that if you need to move

early you can do so If you wish to sell your home to the council and do so early in the programme of

redeveloping an estate, then the council will work to your preferred timescales

Guarantee 3

The valuation of your property will be independent and based on market values and you will be compensated for having to move home.

Valuations:

The valuation will be carried out by a RICS Registered Valuer with experience of the local housing market

The valuation will be undertaken on the basis of including two special assumptions: (1) all valuations on behalf of the council will be done as if no regeneration is taking place, so that the value is not made lower or higher by the regeneration proposals; and (2) the valuations will be done on the assumption that the structure and fabric of the property is in good condition

The valuation will take account of historic and current sales and purchases in the surrounding area and similar council estates in London

The valuation will take account of whether the property is leasehold or freehold You will be able to engage your own independent RICS Registered Valuer with

experience of the local housing market to advise you on the value of your home. The reasonable cost of engaging this valuer will be reimbursed by the Council

You will be required to employ your own solicitor for the transaction and their reasonable costs will also be paid by the council

The council does not expect homeowners to have to pay back any Right to Buy discount

Where you have made permitted improvements to your home, then this will be reflected in the value of your home and you will therefore be compensated for such works

Details on how you can claim disturbance costs and what disturbance costs you are eligible for are provided in separate leaflets.

Compensation and Disturbance:

There are two types of compensation: home/basic loss and disturbance. Home loss is available to resident homeowners and is 10% of the value of your property,

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whereas basic loss is available to non-resident homeowners and is set at 7.5% of the value of your property.

Disturbance payments are also made to cover any costs that you might incur as a consequence of having to move home. Full details of how disturbance payments are calculated and processed will be provided in separate documentation

If you, as a resident homeowner, choose to stay on your current estate, but are required to move twice because of the rebuilding (or choose to move twice), then you will receive disturbance payments for both moves. However, you will only receive one home loss payment, paid on the first move.

If you, as a resident homeowner, choose to stay on your current estate, but are required to move twice because of the rebuilding (or choose to move twice), then you will receive disturbance payments for both moves. However, you will only receive one home loss payment, paid on the first move.

Guarantee 4

The council will provide you with help to enable your move, with additional support offered to you if you have special needs or a disability.

Subject to individual circumstances, this additional support can include:

Assistance will be given with the property transaction and moving home if required, including (for example) how to find alternative properties, dealing with estate agents, etc

The council will pay for re-routing of post for up to 12 months after you move The council will provide reasonable advice, information and support you in seeking

rehousing within the UK Additional support will be offered during the move if you have special needs or

disabilities; such support may include packing and unpacking services at the time of the move and liaising with other agencies such as social services

Special support will be provided if you are vulnerable or have special needs; we will work with you and professional advisers to identify what support you may need

Guarantee 5

The council will provide you with advice and information to help you make informed decisions about your future housing.

This will include:

An Independent Adviser will be available through the life of the regeneration project Maintaining communication with you throughout the life of the regeneration project on

matters such as the regeneration process and how it will affect you Information on indicative values for existing properties and new build properties A market valuation and advice on where to find independent valuation advice Contact details will be provided for specialist financial advisers who have experience

in the affordable housing mortgage market

Guarantee 6

If you choose to stay on your current estate, you will be able to get involved in the design of the new homes and the estate as a whole and influence decisions around the phasing of building new homes and the construction works.

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The council will:

Give you the opportunity to get involved in the design process and make it clear to you the way in which you can influence the design of the new homes and the estate

Provide choices to you on fixtures and fittings to be included in your new home; Involve you in considering how to minimise disruption Work with you to explore how the new design for the estate can help to keep service

charges for the new homes low for residents

Guarantee 7

If you choose to stay living on your estate and if you require adaptations because you have a disability (or a member of your household has) you will be able to have these adaptions made to your new home.

Where possible, the council will ensure that aids and adaptations that you may require will be carried out before you move into your new home. Any necessary adaptations will be carried out in consultation with you and relevant professionals

An occupational therapist assessment will be required to identify what aids and adaptations should be provided in your new home and these will be carried out without any charge to you. Wherever possible, these will be carried out before you move into your new home

This only applies if you are remaining on the estate and moving into a newly built leasehold or shared ownership property

The council will work with you to explore the best housing solution for you, which will include consideration of supported living options like extra care or sheltered housing

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The Key Guarantees for secure tenants

Homes for Lambeth and Lambeth Council are committed to rebuilding a number of estates to provide the better homes existing residents need, and more new homes to help tackle Lambeth’s housing crisis.

No one underestimates the potential distress that rebuilding an estate could cause to the people living there. The Key Guarantees are an important part of this as they set out what secure tenants and homeowners on estates which we are rebuilding can expect from Homes for Lambeth and Lambeth Council. The Key Guarantees were developed in partnership with residents and independent organisations - following a formal consultation they were formally adopted as official policy by Lambeth Council’s cabinet and Homes for Lambeth.

Guarantee 1

If you need to be rehoused during the rebuilding of your estate, you will either be able to remain on your estate or take ‘Band A’ status to move to another council or housing association home in Lambeth.

Existing residents living on estate regeneration estates have priority for the newly built homes.

You have the following options:

A: To move to a newly built home on your estate with an assured lifetime tenancy as a tenant of Homes for Lambeth.

B: To move to an existing home on your estate with a secure tenancy as a tenant of the council (this option only exists where some homes are being retained on your estate and a suitable home meeting your housing need becomes available).

C: To bid for an alternative home elsewhere in the borough through the Choice Based Lettings scheme with the high priority (Band A). Through the Choice Based Lettings system, you can bid for both council and housing association homes in Lambeth; if you move to another council home, you retain your secure tenancy.

D: To ask the council to provide advice and, if possible, assistance to move to another home outside of Lambeth. Note, however, that you would not have any priority status for rehousing with any other council.

If you move into another home in Lambeth, you can choose to retain an option to return to your original estate in a newly built home with an assured lifetime tenancy, if a suitable newly built home becomes available. If you wish to retain an option to return, then you can apply for this at the time that you move. You will then be notified what homes are available on the estate at the end of the regeneration process (or, if new homes are available, at the end of each phase of the rebuilding of an estate) before these homes are offered to those on the housing waiting list.

Guarantee 2

You will be able to move into a home that meets your housing needs. If applicable, your newly built home will be designed to meet your disability requirements.

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For options A, B and C, this will mean that:

If you are overcrowded, you will be offered a home of the size you need in accordance with the Lambeth Housing Allocation Scheme (2013)

If you are under-occupying, you will be offered a new home with one bedroom more than your need as defined by the Lambeth Housing Allocation Scheme (2013), or you can choose to take a smaller home that meets your housing need. Note that if you have more rooms than you need as defined by the Lambeth Housing Allocation Scheme (2013), then you may be liable to the ‘bedroom tax’.

Under the Lambeth Housing Allocation Scheme (2013), adult children would not normally be classified as part of the household. However, under Guarantee 2 and as an exception to the Allocation Scheme, provided that any adult children living with you are registered as part of your household and are still living in your home, then we will deem those adult children to be part of your household for the purposes of determining your housing need

For newly built homes on an estate (option A), the guarantee to meet your disability needs will mean that:

The council will ensure that aids and adaptations that you may require will be carried out before you move into your new home. Any necessary adaptations will be carried out in consultation with you and with relevant professionals

The council will work with each of you to explore the best housing solution for you, which could include consideration of supported living like sheltered housing or extra care.

Guarantee 3

Your rent, as an assured lifetime tenant living in a newly built Homes for Lambeth home, will be set in the same way as council rents. If you have to pay a higher rent as a result of moving to a newly built home, then that rent increase will be phased in over a five year period.

Guarantee 4

You will be compensated for having to move. A home loss payment will be paid to you, plus reasonable disturbance costs.

Compensation will be determined as follows:

The amount of the home loss payment will be automatically updated each time it is changed by the Government. At the time of printing (May 2017), the home loss payment is £5,800

In exceptional circumstances part of the home loss payment can be paid to you before your move to allow that move to take place. This payment could be up to £1,000 and your nal home loss payment would be reduced by the amount paid in advance Full details of how disturbance payments are calculated and processed will be provided in separate documentation

Full details of how disturbance payments are calculated and processed will be provided in separate documentation

Where you opt or are required to move twice, then you will receive disturbance payments for both moves

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Where you are required to move twice AND you have to live in a temporary home for longer than 12 months you will receive two home loss payments if second home has to be demolished. The second home loss payment will not be made if you are offered a suitable permanent home but then choose to move a second time to an alternative home. Disturbance allowance will still be paid for each move

You can be reimbursed for having made improvements to your home, but only where you have done so with documented permission from the council and where you can demonstrate the cost of those improvements

Details on how you can claim disturbance costs and what disturbance costs you are eligible for are provided in separate leaflets.

Guarantee 5

The council will provide you with help to enable your move, with additional support offered to you if you have special needs or a disability.

Subject to individual circumstances this additional support could include:

Assessing the suitability of a new home prior to making an offer Pay for re-routing of post for up to 12 months after you move Packing and unpacking services at the time of the move Help in claiming Housing and Council Tax benefits at the new address Liaising with other agencies such as social services Special support for vulnerable persons

The council will work with tenants on the best way to provide this support and what other support may be required.

Guarantee 6

The council will provide you with advice and information to help you make informed decisions about your future housing.

This will include:

An Independent Adviser available through the life of the regeneration project Maintaining communication with you throughout the life of the regeneration project on

matters such as the regeneration process and how it will affect you Advice and support to you, if you choose to seek rehousing either elsewhere in

Lambeth or outside the borough

Guarantee 7

If you choose to stay on your current estate, you will be able to get involved in the design of the new homes and the estate as a whole and influence decisions around the phasing of building new homes and the construction works.

The council will:

Give you the opportunity to get involved in the design process and be clear what you can and cannot

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influence in the design of the new homes and the estate provide choices on fixtures and fittings in your new home

Involve you in considering how to minimise disruption during the redevelopment process

Work with you to explore how the new design for the estate can help to keep service charges for the new homes low

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Report title: Budget and Performance Report – Q3 2021-2022

Wards: All

Portfolio: Cabinet Member for Finance & Performance: Councillor Andrew Wilson

Report Authorised by: Fiona McDermott: Strategic Director for Finance and Investment

Contact for enquiries: Dami Awobajo, Director Performance and Business Improvement,

Finance and Investment, 020 7926 4161, [email protected]

REPORT SUMMARY

This report provides Management Board with an overview of the council’s forecast out-turn position for

the year ending 2021/22 as at quarter 3 (Q3) 2021-22 and how we are performing against our Borough

Plan objectives and delivering against directorate business plans. Of the 183 business plan actions, 15%

have been completed with a further 82% on track to be completed by the end of the financial year. Of the

43 Performance indicators with a performance target, seventeen (40%) indicators met their target

performance levels.

The position on the General Fund at the end of December is a forecast overspend of £28.26m for 2021/22,

after taking into account pandemic related expenditure pressures of £35.4m which are expected to be met

in full by grant funding and £6.6m reduction in income which will only be partly offset by government

support, together with the projected overspend on the Redress compensation scheme in excess of the

agreed capitalisation amount.

RECOMMENDATIONS

Management Board:

1) To note the latest performance update against the delivery of the Borough Plan, including both

the review of the activity taken place in the directorate business plans as well as the corporate performance indicator outturns.

2) To note the financial position reported for Q3 and to note the budgetary risks and mitigating measures moving forward.

3) To note the latest position of each of the directorates, looking at the budgetary position, performance and progress towards the delivery of business plans.


CONTEXT

1.1 This report presents budget and performance information together in a single report for Cabinet to

review.

1.2 Quarter 3 saw the emergence of the Omicron wave of Covid-19 which affected some performance

indicators adversely. Longer term effects of the pandemic are still being felt across the borough

and are affecting both the health and wealth of residents. Some front facing services such as

children and adults social care are likely to have suffered some disruption to the completion of

visits and reviews. The removal of the £20 universal credit uplift in October has put this in sharper

focus and has resulted in a significant increase in demand for Council benefits advice. There has

been a resulting impact on the timeliness of the provision of some benefits advice. Covid related

expenditure is expected to total £35.4m for 2021/22. This money is being used to provide support

to local businesses, reopen the economy safely and to facilitate hospital discharges and control

infection. There are also forecast income losses, excluding collection fund loss (£3.06m), of £3.6m

due to lower fees and charges receipts for the council. Despite these challenges, the council has

continued to perform well, with particularly strong returns in our efforts to enable sustainable

growth and build resilient communities.

1.3 For 2021-22 a total of 183 business plan actions have been agreed upon and mapped to the

delivery of the borough plan; This year directorates have been given the option to set expected

start and completion dates against actions, where activity is expected to be concentrated in

specific quarters.

PROPOSAL AND REASONS

TIER 1 & TIER 2 PERFORMANCE SUMMARY

2.1 Our Tier 1 performance indicators were selected to directly demonstrate the impact of our work in

delivering our borough plan goals. They have been tracked over the course of the 4 year lifecycle

of the borough plan. We do not have direct control over all Tier 1 indicators. However, as place

leaders within Lambeth it is our responsibility to strive to improve them, sometimes in partnership

with third party organisations.

2.2 Our Tier 2 indicators are priority service indicators tied either to one of our Borough Plan pillars, or

to the Enabling pillar which reflects the general capability of the Council to deliver services to the

Borough. Tier 2 indicators can directly be controlled by the work of the council and demonstrate

our ability to efficiently deliver for our residents.

2.3 Targets are applied to many of our indicators. These targets may be statutory, or may be designed

to demonstrate continuous improvement. They may also demonstrate the strength of our

performance relative to benchmarks. All targets should be specific, time bound and challenging yet

achievable. It is not always appropriate to set targets. As such, some of our indicators are

monitored for trends but not measured against a target. Targeted indicators are given a RAG

status according to performance against target. The Q3 performance position of both Tier 1 and

Tier 2 indicators are broken down in Figure 3.

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https://beta.lambeth.gov.uk/sites/default/files/2021-03/lambeth-borough-plan-goals-2020.pdf

2.4 The performance picture in Q3 was mixed with a number of indicators changing RAG status for

better and for worse. Marginally more indicators missed target than during Q2.

All targeted indicators in Pillar 1 (sustainable growth) met target in Q3 with the exception

of our NNDR collection rate which missed target by 1%. The amount collected for the year

is £108,009,245, an impressive total given the challenging environment our local business

are operating in. Both Covid-19 Additional Relief Fund (CARF) and Omicron Hospitality &

Leisure Grant Fund Guidance have now been received and development of these

schemes is a current priority.

Our ambition to increase community resilience has become all the more important during

the Covid-19 pandemic as we have been called on along with borough partners to build

strength and support mechanisms across Lambeth. It is pleasing that none of our

indicators in Pillar 2 have returned a red RAG status in Q3. Notable has been the

continued success of council supported activities in supporting residents into employment,

training or education. Q3 saw a further 457 residents benefit from these activities, more

than the annual total for 2020/21.

Amongst the indicators in pillar 3 (independence) that have missed target in Q3 are

indicators measuring the timeliness of our adoption processes. These indicators have

been negatively impacted by a legacy issue with two cases. The issue has now been

resolved but will continue to impact our performance results into 2022/23 as data is

assessed on a rolling 12 monthly basis. Emphasis continues to be placed on ensuring

that children end up in the best possible placements. Other pillar 2 indicators are

struggling to meet target as a result of high workload pressure resulting from both high

demand for our services and the national shortage of social workers.

Pillar 4 (place) contains a number of household waste indicators for which we rely on data

from third parties. This data is not available until several weeks after quarter end. As

such a more accurate picture of performance in this pillar will be available once this data

has been published, specifically around the amount of waste produced by households

within Lambeth and the amount of waste that is recycled. The percentage of household

waste which is recycled, reused or composted is forecast to continue the strong

performance reported in Q2 when we saw a 20% increase in the amount of food and

green waste being composted, and a 10% increase in dry mixed recycling.

Our fifth borough plan pillar is to be passionate about equality, strengthening diversity and

delivering inclusion (EDI). Given our diversity as a borough, EDI is particularly important

to Lambeth and we hold ourselves to very high standards. As such, a number of

Lambeth’s internal EDI performance indicators work to targets which are considerably

0

5

10

15

Tier 1 Tier 2 Tier 1 Tier 2 Tier 1 Tier 2 Tier 1 Tier 2 Tier 1 Tier 2 Tier 2

1 - Sustainable Growth 2 - ResilientCommunities

3 - Independence 4 - Place 5 - EDI 6 - Enabling

Figure 3 - Tier 1 and 2 performance against Borough Plan pillars

Green Amber Red Unknown Data only

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more ambitious than the London average. For example, our target of having Black, Asian

and Multi Ethnic staff making up 39% of the top 5% of council staff is considerably higher

(205%) than the London median of 19%. Many initiatives are under way to bring

performance up to target, both in our work with the wider Borough and within the Council.

Our HR team are coordinating a workforce transformation program to improve the

diversity of our senior workforce. As part of this program we have been running a range of

career progression and talent management schemes including Black on Board which has

resulted in 11 appointments to a higher grade over the past year.

Workload pressure has also impacted performance in pillar 6 (enabling). For example,

during Q3 our local resolution complaints team received circa 70% more cases than

during Q3 of 2020/21. Most of this volume increase is attributed to housing performance,

primarily concerning repairs which have seen a spike in volume since the early resolution

channel was switched off in November 2021. This process had dealt with minor service

issues outside of the formal complaints procedure. Performance issues with contractors

are being robustly dealt with using the contract management framework.

2.5 For full, detailed information about the performance of Tier 1 and Tier 2 indicators, please refer to

the following visualisations:

The Tier 1 performance visualisation can be found here.

The Tier 2 performance visualisation can be found here.

2.6 As well as looking at the most recent performance figures, it is also important to consider the

direction in which our performance is travelling. In doing so we demonstrate our ambition for

continuous improvement. Figure 4 compares Q3 performance with that of Q3 in 2020/21.

Performance indicators have been broken into 3 categories:

A marked improvement in performance since Q3 2020/21 (improvement of 10% or more)

No, or little change in performance since Q3 2020/21 (change of less than 10%)

A marked decline in performance since Q3 2020/21 (decline of 10% or more)

A more detailed breakdown of this data per directorate can be found later in this report.

The majority of our pillars are showing a similar, or improved position when compared to Q3 of

2020/21. This is impressive given the challenging environment that the council has been working

in for the past year.

18%37%

25%

75%67%45%

58% 75%

33%

13%33% 36%

5%

67%

13%

0%

20%

40%

60%

80%

100%

BPP1 Enablesustainablegrowth and

development

BPP2 Increasecommunityresilience

BPP3 Promotecare and

independence byreformingservices

BPP4 MakeLambeth a place

where peoplewant to live,

work and invest

BPP5 Bepassionate about

equality,strengthening

diversity,deliveringinclusion

BPP6 Enabling

Figure 4 - Year on Year Performance Progression

Decline No significant change Improvement

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https://app.powerbi.com/links/GSaFXibBz7?ctid=c4f22780-485f-4507-af4a-60a971d6f7fe&pbi_source=linkShare

https://app.powerbi.com/links/nLwvLObclF?ctid=c4f22780-485f-4507-af4a-60a971d6f7fe&pbi_source=linkShare

Pillar 3 (promote care and independence) is largely made up of indicators tracking the performance

of our frontline teams. These teams have felt the impact of covid most acutely, with face to face

visits often being prevented and the alternative of virtual appointments not counting towards

statutory targets. As such it is pleasing that only a minority have seen a significant fall in

performance since Q3 of 2020/21.

None of our indicators in Pillar 5 (equality, diversity and inclusion) have seen a significant decline

in performance since Q2 2020/21. The number of people in the top 5% of local authority staff who

have identified as being disabled has more than doubled since Q3 of 2020/21. Work continues with

the staff disability forum and trade unions to better understand the barriers to people disclosing

their disability.

Several indicators in Pillar 6 (enabling) have seen a decline in performance since Q3 2020/21.

Amongst these are indicators relating to the processing of changes to benefits and council tax

support – the removal of the £20 universal credit uplift from October has seen a significant increase

in the volume of changes being processed. Work has been prioritised to ensure that those most in

need are receiving assistance quickly. A revised process for handling council tax support has been

implemented which has helped us to process new council tax support claims in under 17 days on

average, within our target of 22 days. Budgetary pressures have also resulted in a decline of

performance for some of our enabling performance indicators, with both our General Fund and

HRA reporting a significantly higher variance against the Revenue Budget than was the case in Q3

of 2020/21.

BOROUGH PLAN DELIVERY

Each of our directorates compiles a list of actions by which they will track progress against the delivery of

the borough plan. Actions are produced in consultation with teams and are signed off at Management

Board. Of the 183 business plan actions agreed for 2021/22, 15% have now been completed with a further

82% on track to be completed this financial year as scheduled.

2.7 Figure 1 maps out the number business plan actions by status against each of the Borough Plan

pillars, demonstrating which areas are behind target and require further work.

Figure 2 sets out how each of the directorates are performing against the actions they committed

to in their business plans.

0 10 20 30 40 50 60 70

Enable sustainable growth and development

Increase community resilience

Promote care and independence by reforming services

Make Lambeth a place where people want to live, workand invest

Be passionate about equality, strengthening diversity,delivering inclusion

Enabling

Figure 1 - Progress by Borough Plan Pillar

1.Complete 2.On track 3.Behind target

Page 145

2.8 Children’s Services:

We continue to keep headteachers informed of all legislative changes along with changes

to expectations and outcomes. Up to date data has been presented and shared with all

schools and academies to enable them to make informed decisions. School improvement

advisers have been available. We are now creating a space on our LSP website to store bi-

weekly information so it is easily accessible to all heads and we are sending it out via email

after each briefing meeting.

The Children’s Services Transformation & Improvement team is currently under review as

part of a wider piece of work to improve ways of working across Children’s Services.

Included in the scope are all programme manager and project officer roles that sit across all

divisions of Children’s Services, therefore it is likely that the Transformation & Improvement

team will increase its capacity to drive change across the directorate. This review is key to

improving the effectiveness of transformation and improvement activities across Children’s

Services as well as financial grip.

2.9 Finance & Investment:

We remain on track to have recruited 240 apprentices across the council by May 2022. A

future apprenticeship strategy is currently under development.

The work to enter all of the council’s contracts over £100k onto the new e-CM (Contract

Management) system is progressing well, and the team continue to work well with

colleagues to develop our reporting. However, work remains to fully embed consistent

contract management across the council.

Good progress is being made in delivering and implementing the Corporate EDI Plan. In

addition a full set of directorate EDI action plans are being completed. Other active work

includes the completion of the Stonewall workforce equality index.

2.10 Integrated Health & Care:

The omicron wave and resulting changes in guidance have had a considerable impact on

covid response services at the end of the quarter. Additional resource is being added to

self-isolation support services to enable prompt payment of self-isolation payments and

ensure the 'Stay Home Safely' service is able to meet demand for tasks and welfare

0%

20%

40%

60%

80%

100%

Children's Services Finance andInvestement

Integrated Health andCare

Residents Services Sustainability, Growthand Opportunity

Figure 2 - Percentage actions complete by directorate

1.Complete 2.On track 3.Behind target

Page 146

checks. Targeted testing was suspended at the end of the quarter in favour of a universal

approach as a result of the omicron wave. A walk-in clinic at the Civic Centre was

established in response to omicron wave.

We have re-established our programme of virtual clinics for diabetes, CVD and respiratory,

and PCNs have submitted their development plans for long term condition optimisation as

part of our local improvement plans (Long Term Conditions optimisation section). Our pilot

work around DOAC initiation is progressing well, respiratory diagnostic services are

restarting, diabetes quality improvement programme has been refreshed. We are working

with borough leads to ensure we are putting in place plans and resources around health

inequalities.

Additional capacity is now in place to support key Learning Disability and Autism (LDA)

workstreams. Borough LDA Steering Group now stood up and a workplan is being finalised

with clear goals and milestones for Feb 22. Project mapping re all age autism strategy is

now underway aiming to have key actions in place by end Feb 22.

2.11 Resident Services:

Both neighbourhood working coordinators have been recruited and are setting up awork

plan for the Complete Neighbourhood working pilots. Meeting in January to discuss how

this will work across the council.

Our Disruptive Innovators Network has been established. Initial action assumed earlier

completion of the ICT restructure. The original concept will be replaced by a new structure

now our Assistant Director of Digital is in post and working as part of the new established

innovators network.

Food safety inspections are progressing well despite disruption due to the Covid-19

Omicron variant that led to the Government imposing new restrictions on businesses

November and December 2021. The service has delivered 958 inspections from the

beginning of the financial year to the end of Quarter 3. There remain 734 inspections that

have a due date that had been surpassed by a calendar month and a further 353

inspections (that includes new registrations) that are not yet due but will need to be

delivered by year-end.

2.12 Sustainable Growth & Opportunity:

513 employment opportunities, including 81 apprenticeships have been received via

Opportunity Lambeth since 1 April 2021. ESF funding secured by CLF for Connecting

Communities employment support programme brings £660,000 of funding to Lambeth to

increase resource for direct delivery of employment support to unemployed residents.

Delivery of the Brixton investment programme remains on track. Procurement has been

launched and a development partner secured for 49 Brixton Road. Design options for the

Brixton Townscape Heritage Initiative are complete with short term repairs and a funding

strategy being developed.

The draft Site Allocations Development Plan Document was agreed for Regulation 18

consultation at Cabinet on 13th December 2021 with consultation beginning in January

2022. This will contribute to our efforts to support inclusive growth and climate change

mitigation through a robust and enabling policy and infrastructure framework.

Page 147

OVERVIEW OF FINANCIAL PERFORMANCE

2.13 Costs associated with the coronavirus pandemic continue to impact the council and expenditure is

forecast to be £35.4m in 2021/22, with the main areas of spend including providing support to local

businesses, reopening the economy safely and expenditure with in Adult Social Care to facilitate

hospital discharges and on infection control. There are also forecast income losses, excluding

collection fund loss (£3.06m), of £3.6m due to lower fees and charges receipts for the council. At

this stage, it is expected that pandemic related pressures will be met by grant funding for the

2021/22 financial year.

2.14 The Redress scheme formally closed at the end of December 2021, and we have seen a

significant increase in new applications and early estimates are that we will exceed the agreed

£125m capitalisation by more than £20.5m. This excess expenditure will need to be covered from

Reserves and Balances for year-end. We are awaiting a report from the actuaries to better

estimate the likely costs and will be applying for additional capitalisation direction, however the

outcome or timing of this application is uncertain hence the need for including the excess

expenditure and providing for it.

2.15 The council is forecasting residual budget pressures of £8.482m that, without any mitigating action,

will adversely impact on the Council’s reserves Most of the pressures is within Children’s Services

which is forecasting £7.5m over budget, main area being £5.5m in Children’s Social Care due to

staffing pressures of £3.5m and placement costs of £1.9m. There are significant pressures in Adult

Social Care which is forecasting overspends of £1.7m within Adults with Learning Difficulties due to

continued pressures in residential care, and £2.9m in residential, nursing and home care for adults

with mental health needs, these pressures are being managed by hospital discharge income and

reserves. There are also pressures of £3.0m in Resident Services of which £1.4m relates to

Temporary Accommodation. Award of the new Waste contract was delayed due to Covid, and

additional waste disposal costs are being funded from Covid grants of £1m. We have also seen a

shortfall in income from Depots and Commercial Waste of £0.995m.

Directorate Annual

Budget Forecast

Forecast Variance

£'000 £'000 £'000

Adults and Health Income (67,683) (79,180) (11,497)

Expenditure 162,779 174,276 11,497

Net 95,096 95,096 0

Children's Services Income (18,128) (21,941) (3,813)

Expenditure 93,871 105,143 11,272

Net 75,743 83,202 7,459

No Recourse to Public Funds Income 0 0 0

Expenditure 2,734 2,519 (215)

Net 2,734 2,519 (215)

Resident Services Income (258,093) (284,250) (26,157)

Expenditure 328,474 355,156 26,682

Net 70,381 70,906 525

Page 148

2.16 The Dedicated Schools Grant (DSG) is projecting to be in a deficit of £4.3m at the end of the

financial year, to be recovered from future years DSG allocations. The main pressure on the DSG

is within the High Needs block associated with Special Education Needs placements.

Dedicated Schools Grant (DSG)

DSG Reserve brought forward

Deficit 2020/21

DSG Allocation

2021/22

Forecast DSG

spend

Projected Deficit

2021/22

£'000 £'000 £'000 £'000

Total DSG expenditure 2020/21 473 (229,894) 230,808 4,354

2.17 The Housing Revenue Accounts is forecast to overspend its budgets by £5.2m, predominantly due

to expenditure on responsive repairs, costs associated with the mobilisation of the new repairs’

contracts, and increased spend on void properties.

Housing Revenue Account (HRA) Budget Forecast Variance

£'000 £'000 £'000

Housing Services 65,615 71,865 6,250

Central HRA Budgets (83,171) (84,463) (1,292)

Strategic Programmes 17,556 17,792 236

Total 0 5,194 5,194

2.18 Agreed savings of £13.7m, as shown below are to be delivered in year, of which £1.4m were

brought forward from 2020/21. It is forecast that £11.7m will be delivered in year with £1.975m

rolled forward to be delivered next year.

Directorate Annual

Budget Forecast

Forecast Variance

£’000 £’000 £’000

Sustainable Growth and Opportunity Income (25,283) (27,751) (2,468)

Expenditure 28,303 30,842 2,539

Net 3,020 3,091 71

Finance and Investment Income (6,627) (6,832) (205)

Expenditure 19,815 40,938 20,469

Net 13,188 34,105 20,320

Strategy and Comms; Legal Services

Income (1,176) (2,641) (1,465)

Expenditure 8,965 10,536 1,571

Net 7,789 7,895 106

Total Income (376,990) (422,595) (45,605)

Expenditure 644,941 719,410 73,815

Net 267,951 296,814 28,266

Page 149

Directorate

21/22 Savings

including 21/22 21/22

carry forward Forecast Variance

£000 £000 £000

Adults & Health 1,458 1,384 -74

Children Services 2,853 2,303 -550

Resident Services 7,450 6,453 -997

Sustainable Growth & Opportunity 246 246 0

Finance & Investment 1,160 810 -350

Cross Council 300 300 0

Strategy, Communications & Legal 246 242 -4

Total 13,713 11,738 -1,975

2.19 The approved capital programme for 2021/22 amounts to £305.5m. £57.6m has been spent by the

end of quarter 3 and £198m is forecast to be spent by the end of the year, with £107.3m carried

forward into the next financial year.

Capital Programme 21/22

Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-25/26

Budget

Directorate £'000 £'000 £'000 £'000 £'000

Adult Social Care

2,217

-

2,217

-

-

Children Services

1,079

62

-

1,079

-

Resident Services

90,776

29,077

62,405

28,371

27,075

Sustainable Growth & Opportunity

68,199

19,579

44,875

23,324

96,039

Finance and Investment

32,624

-

31,902 723

-

Housing Revenue Account (HRA)

77,903

8,832

35,728

42,175

132,504

Approved awaiting allocation

32,739

-

-

32,739

108,986

Total 305,537 57,550 177,189 128,348 364,604

DIRECTORATE PERFORMANCE

2.20 This section of the report details the financial performance of each directorate.

Integrated Health & Care

Budgetary Performance

2.21 Adult Social Care are reporting a break-even position for 2021/22 but this is only possible from the

use of reserves, hospital discharge funding and one-off grants to alleviate staffing and third-party

care package pressures. Without the use of reserves there would be an overspend of over £3m.

Main areas being £1.7m in residential care for Adults with Learning Difficulties, and £2.9m for

Page 150

Adults with Mental Health Needs. There are also higher costs in home care for Older People, but

these pressures are currently being offset by hospital discharge income.

2.22 The overspends are the result of steadily increasing complexity and acuity of care packages and is

a resource pressure for future years, but it is expected that planned growth will mainly meet the

underlying pressure in 2022/23. However, there remain concerns about the uncertain continuation

of hospital discharge funding which is currently providing income to off-set much higher costs of

Older People home care compared to pre-pandemic levels. This could mean there is a

continuation of pressures in future years if activity remains at current levels.

2.23 Agreed savings for the year, including those brought forward from last year, are £1.5m. £1.4m of

these are forecast to be achieved this year

Revenue monitoring

Capital Programme

2.24 Adults Social Care have approved capital budgets of £2.2m for 21/22 and are forecasting to spend

this in year.


Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-24/25

Directorate £'000 £'000 £'000 £'000 £'000

Adult Social Care 2,217 - 2,217 - -

Total 2,217 0 2,217 0 0

Adults and Health 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Adult Social Care

Income (67,683) (79,180) (11,497)

Expenditure 162,779 174,276 11,497

Net 95,096 95,096 0

Public Health

Income (34,682) (39,424) (4,742)

Expenditure 35,030 39,772 4,742

Net 348 348 0

Strategy & Commissioning - Adults

Income (9,847) (11,544) (1,697)

Expenditure 11,423 13,120 1,697

Net 1,576 1,576 0

Adults and Public Health

Income (112,212) (130,148) (17,936)

Expenditure 209,232 227,168 17,936

Net 97,020 97,020 0

Page 151

Children’s Services


2.25 Children Services are forecasting an overspend of £7.5m for the financial year. Within Children

Social Care there is a forecast overspend of £5.5m, with £3.5m relating to supernumerary

unfunded posts and £2.3m in respect of placement costs.

2.26 Corporate Parenting has 23 unfunded posts creating a pressure of £1.4m, and new care packages

and increases in existing care packages has resulted in £0.479m pressure on placements.

Safeguarding has 13 unfunded posts creating a staffing pressure of £0.591m, and there is £1.2m

pressure on placements. Quality and Assurance is overspending by £1.3m due to 12 unfunded

posts and agency workers contributing towards a £0.800m of staff pressure and £0.600m of

pressure has been reported due to increased SAR’s legal costs.

2.27 Management actions to reduce costs are being developed and senior officers are scrutinising the

use of supernumerary posts as well as ensuring care packages are reviewed on a regular basis.

2.28 Within Education & Learning there is a projected overspend of £1.7m, most of which relates to

SEND management and home to school transport.

2.29 There are agreed savings of £2.853m for the year of which £2.303m are forecast to be delivered

with the remaining £0.550m to be carried forward into the next financial year.

Revenue Monitoring

Children's Services 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Children's Social Care

Income (4,467) (6,448) (1,981)

Expenditure 62,303 69,805 7,502

Net 57,836 63,357 5,521

Education and Learning

Income (7,611) (9,251) (1,640)

Expenditure 15,001 18,320 3,319

Net 7,390 9,068 1,678

Children's Commissioning & Community Safety

Income (6,050) (6,242) (192)

Expenditure 16,567 17,019 452

Net 10,517 10,777 260

Children Services

Income (18,128) (21,941) (3,813)

Expenditure 93,871 105,144 11,273

Net 75,743 83,202 7,459

No Recourse to Public Funds

Income 0 0 0

Page 152

Expenditure 2,734 2,519 (215)

Net 0 0 0

Capital Performance

2.30 The approved capital programme is £1,079m, most of which will be carried forward into 2022/23.


Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-24/25

Children Services £'000 £'000 £'000 £'000 £'000

Education & Learning 1,042 62 0 980 0

Children’s Commissioning & Community Safety

17 0 0 17 0

Children's Social Care 20 0 0 20 0

Total Children’s Services 1,079 62 0 1,017 0

Resident Services


2.31 Resident Services are forecasting an overspend of £0.526m for the financial year. Pressures of

£0.806m in management, £1.4m in Temporary Accommodation, £0.668m in residents experience

and digital which are being mitigated in part by a positive variance in Parking income.

Revenue monitoring

Residents Services 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Management & Transformation

Income 0 0 0

Expenditure 606 1,412 806

Net 606 1,412 806

Housing Management

Income (28,730) (34,627) (5,897)

Expenditure 44,789 52,117 7,328

Net 16,059 17,491 1,432

Environment & Streetscene

Income (54,221) (62,009) (7,788)

Expenditure 72,268 77,973 5,705

Net 18,047 15,964 (2,083)

Residents Experience & Digital

Income (169,284) (182,306) (13,022)

Expenditure 198,186 211,876 13,690

Net 28,902 29,570 668

Page 153

2.32 Savings for the year are £7.450m of which £6.453m are forecast to be delivered this year, with

£0.997m carried forward to be delivered next year.

Capital Performance

2.33 Resident Services have approved capital budgets of £90.8m for 21/22 and are forecasting to

spend £62.4m of this within the financial year, with £28.4m to be carried forward into next year. A

lot of the carry forward has been due to Covid access issues.


Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-24/25

Residents Services £'000 £'000 £'000 £'000 £'000

Housing Management 5,150 342 600 4,550 0

Environment & Streetscene 18,914 8,560 14,460 4,454 6,776

Residents Experience & Digital 8,580 1,171 8,580 0 1,650

Infrastructure and Capital Delivery 58,133 19,003 38,766 19,367 18,648

Total Resident Services 90,777 29,076 62,406 28,371 27,074

Sustainable Growth and Opportunity


2.34 Sustainable Growth and Opportunity are forecasting a slight pressure of £0.071m due to a shortfall

in building control and planning income and staffing budgets. There will be a significant level of

expenditure on supporting businesses within the Borough, however this is expected to be funded

from Central Government Grants and previously agreed NCIL funding.

Infrastructure & Capital Delivery

Income (5,858) (5,297) 561

Expenditure 12,625 11,778 (847)

Net 6,767 6,481 (286)

Covid variances 0 (11) (11)

Residents Services

Income (258,093) (284,250) (26,157)

Expenditure 328,474 355,156 26,682

Net 70,381 70,907 526

Page 154

Revenue Monitoring

`

2.35 Agreed savings of £0.246m have been delivered.

Capital Performance

2.36 Sustainable Growth and Opportunity have reprofiled capital budgets of £68.2m for the year and are

forecasting to spend £44.9m, carrying forward £23.3m into the next financial year. This slippage

largely relates to Estate Regeneration where budgets including buybacks of leaseholder properties

are being reprofiled over the expected life of the programme.

Capital Programme (SGO) 21/22

Budget 21/22

Actuals 21/22

Forecast 21/22 Carry

Forward 22/23-24/25

£'000 £'000 £'000 £'000 £'000

Planning, Transport & Sustainability 10,483 1,842 10,483 0 400

Regeneration & Housing Growth 53,991 17,303 32,114 21,876 92,124

Sustainable Growth and Opportunity 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Regeneration & Housing Growth

Income (220) (191) 29

Expenditure 583 553 (30)

Net 363 362 (1)

Planning, Transport & Development

Income (5,483) (5,232) 251

Expenditure 6,960 6,789 (171)

Net 1,477 1,557 80

Economy, Culture & Skills

Income (19,183) (21,765) (2,582)

Expenditure 20,257 22,831 2,574

Net 1,074 1,066 (8)

Senior Management

Income (397) (563) (166)

Expenditure 503 669 166

Net 106 106 0

Sustainable Growth & Opportunity

Income (25,283) (27,751) (2,468)

Expenditure 28,303 30,842 2,539

Net 3,020 3,091 71

Page 155

Economy, Culture & Skills 3,726 435 2,278 1,448 3,515

Total Sustainable Growth & Opportunity Programmes

68,200 19,580 44,875 23,324 96,039

Finance and Investment


2.37 Finance and Investment is forecasting an overspend of £20.917m, and includes the additional

costs (£20,382m) of the Redress scheme over and above the agreed capitalisation limit agreed

with DLUHC and Treasury. We will be applying for additional capitalisation directions but there is

no guarantee of approval or timescale. In the meantime we will need to cover this from Reserves

and Balances.

2.38 There is an underlying overspend of £0.536m this year, mainly due to agency staff costs within

Human Resources & Organisation Development.

2.39 There are agreed savings of £1.160m within the financial year of which £0.800m are forecast to be

delivered with the remainder to be carried forward for delivery in the next financial year.

Revenue Monitoring:

Finance and Investment 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Performance & Business Improvement

Income 0 (66) (66)

Expenditure 3,316 3,332 16

Net 3,316 3,265 (51)

Human Resources & Organisational Development

Income (10) 0 10

Expenditure 2,958 3,596 638

Net 2,948 3,596 648

Finance & Property (including Redress excess)

Income (6,617) (6,766) (149)

Expenditure 13,541 34,010 20,469

Net 6,924 27,244 20,320

Finance & Investment

Income (6,627) (6,832) (205)

Expenditure 19,815 40,938 21,123

Net 13,188 34,105 20,917

Capital Performance

Page 156

2.40 Capital budgets of £32.6m for 2021/22 relate mainly to the capitalisation of costs for the council’s

redress scheme. Applications closed in December and there was a large increase in claims in the

final month. It is anticipated that £53m will be required to finalise all payments. This takes the total

cost of the scheme beyond the agreed capitalisation level. The additional costs will need to be

treated as revenue expenditure pending the outcome of application to the Secretary of State for

additional capitalisation direction.

Strategy, Communication and Legal Services


2.41 The overall variance within Strategy and Communication & Corporate is £0.106m. Legal Services

are forecasting an overspend of £0.750m in the financial year due to additional staff to support

legal work in the Children Services area, which is being offset by additional one of income from

land charges leaving a pressure of £0.381m.

2.42 The savings target of £0.246m has nearly been met with £0.242m delivered and £0.004m to be

delivered next year.

2.43 There is no Capital Programme within Strategy, Communication & Legal Services.

Revenue Monitoring

Strategy and Communications & Legal 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Strategy and Communications

Income (170) (255) 220

Expenditure 2,924 2,429 (495)

Net 2,754 2,174 (275)

Legal Services

Income (701) (2,386) (1,685)

Expenditure 6,041 8,107 2,066

Net 5,340 5,721 381

Strategy, Comms & Legal

Income (871) (2,641) (1,465)

Expenditure 8,965 10,536 1,571

Net 8,094 7,895 106


Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-24/25

Finance and Investment £'000 £'000 £'000 £'000 £'000

Lambeth Redress Scheme Capitalisation 31,896 0 31,896 0 0

Programme Management 729 0 6 723 0

Total 32,625 0 31,902 723 0

Page 157

Housing Revenue Account (HRA) - Forecast

2.44 The Housing Revenue Accounts is forecast to overspend its budgets by £5.194m, predominantly

due to high volume of responsive repairs, residual works from previous repairs contracts and

procurement costs associated with the new repairs’ contracts, increased spend on void properties

and an overspend on legal costs associated with disrepair.

Housing Services 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Housing Services

Income (11,640) (11,970) (330)

Expenditure 77,255 83,835 6,580

Net 65,615 71,865 6,250

Central HRA Budgets

Income (163,930) (163,940) (10)

Expenditure 80,759 79,477 (1,282)

Net (83,171) (84,463) (1,292)

Housing Services 2021/22 Budget

Forecast Variance

£'000 £'000 £'000

Strategic Programmes

Income 0 0 0

Expenditure 17,556 17,792 236

Net 17,556 17,792 236

Housing Revenue Account (HRA)

Income (175,570) (175,910) (340)

Expenditure 175,570 181,104 5,534

Net 0 5,194 5,194

HRA Capital Forecast

2.45 Capital The HRA has capital budgets of £77.9m and £35.7m is forecast to be spent in year and

£42.2m to be carried forward.


Budget 21/22

Actuals 21/22

Forecast

21/22 Carry

Forward

22/23-24/25

Housing Revenue Account £'000 £'000 £'000 £'000 £'000

Housing Services (HRA) 2,036 48 599 1,437 204

Strategic Programmes (HRA) 75,867 8,784 35,129 40,738 132,300

Total HRA Programmes 77,903 8,832 35,728 42,175 132,505

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FINANCE

3.1 Section 2 of this report concerns the Council’s financial position as at Q3 2021-22. Any business

improvement activity to address performance will be delivered from within existing budgets.

LEGAL AND DEMOCRACY

4.1 Section 30 of the Local Government Finance Act 1992 requires Councils to set a balanced budget

for each financial year. Section 28 of the Local Government Act 2003 requires Councils to monitor

budget outturn periodically throughout the year and where an overspend is forecast against

budget, to set out the process followed to address such issues. This is outlined in section 2.10 of

this report.

4.2 There are no further comments from Democratic Services

CONSULTATION AND CO-PRODUCTION

5.1 The completion of the performance report relies on service managers / Heads of Services to

provide performance data and commentary on progress and management actions, particularly if

the indicators is not achieving target.

RISK MANAGEMENT

6.1. There are no risk implications arising from this report.

EQUALITIES IMPACT ASSESSMENT

7.1. The Equality Act 2010 requires organisations exercising public functions to demonstrate that due

regard has been paid to equalities in:

Elimination of unlawful discrimination, harassment and victimisation and other conduct prohibited by the Equality Act 2010

Advancement of equality of opportunity between people from different groups

Fostering of good relations between people from different groups

7.2. The Equality Act 2010 identifies the following protected characteristics: age; disability; gender reassignment; marriage and civil partnership, pregnancy and maternity; race; religion or belief; sex and sexual orientation.

7.3. In order to assist in meeting the duty the council:

Tries to understand the diversity of our customers to improve our services

Considers the impact of our decisions on different groups to ensure they are fair

Mainstreams equalities into business and financial planning

7.4. Reflecting this, we aim to ensure that equalities considerations are integrated into the Council’s Corporate Performance Framework. Accordingly, we report against a number of KPIs aligned to Borough Plan priorities concerned with ensuring that growth in the borough is inclusive and that inequality is reduced, as well as other KPIs concerned with how we deliver our services and meet the needs of residents. In this way, performance data can play a role in determining whether there is any differentiation in residents’ experience of, or satisfaction with, Council services.

COMMUNITY SAFETY

8.1 There are no community safety implications arising from this report.

Page 159

ORGANISATIONAL IMPLICATIONS

Environmental

9.1 Not applicable

Health

9.2 Not applicable

Corporate Parenting

9.3 Not applicable


9.4 Not applicable


9.5 Not applicable

Good Quality Jobs with Fair Pay and Decent Working Conditions

9.6 Not applicable

Quality Apprenticeships, targeted Employment for Lambeth residents and Lambeth Priority Group

9.7 Not applicable

Reduce Emissions: Lambeth Council has a commitment to being Zero Carbon by 2030

9.8 Not applicable

Single Use Plastics

9.9 Not applicable

Positive Health and Wellbeing

9.10 Not applicable

Other Offers (Innovation)

9.11 Not applicable

TIMETABLE FOR IMPLEMENTATION

10.1 Not applicable

Page 160

Report History

Original discussion with Cabinet Member 22/02/2022

Report deadline

Date final report sent 10/03/2022


accompanying report?

Not applicable.

Key decision report Not applicable.

Date first appeared on forward plan Not applicable.

Key decision reasons Not applicable.

Background information

None

Appendices

Savings tracker

Audit Trail


Received

Comments in

paragraph:

Councillor Andrew Wilson

Cabinet Member for

Finance and

Performance

22/02/2022 22/02/2022

Andrew Travers, Chief

Executive 11/02/2022 11/02/2022

Andrew Eyres, Strategic

Director

Integrated Health and

Care 11/02/2022 11/02/2022

Merlin Joseph, Strategic

Director Children’s Services 11/02/2022 11/02/2022

Bayo Dosunmu, Strategic

Director Resident Services 11/02/2022 11/02/2022

Eleanor Purser, Co-

Strategic Director Sustainable Growth 11/02/2022 11/02/2022

Sara Waller, Co-Strategic

Director Sustainable Growth 11/02/2022 11/02/2022

Fiona McDermott, Strategic

Director Finance and Investment 11/02/2022 11/02/2022

Fiona Connolly, Executive

Director Adults and Health 11/02/2022 11/02/2022

Christina Thompson,

Director Finance and Property 11/02/2022 11/02/2022

Paul Bates, Director Strategy and

Communications 11/02/2022 11/02/2022


Services Legal and Governance 11/02/2022 11/02/2022

Page 161

(Public Pack)Agenda Document for Cabinet, 21/03/2022 17:00

Documents

Transcript of (Public Pack)Agenda Document for Cabinet, 21/03/2022 17:00