Corporate Plan 2012 - 2015 - Lambeth Council

Contents
3 Our aspirations for Lambeth
5 Becoming a Cooperative Council
7 Our priorities 2012 – 2015
8 Outcomes and key performance indicators 2012 – 15
14 Our transformation journey
Appendices
16 Appendix one: Citizen Priorities
17 Appendix two: Key Cooperative Council Transformational Activities
19 Appendix three: Lambeth Council’s Revenue and Capital Budgets for 2012 – 15
2

Our aspirations for Lambeth
Lambeth is one of the most diverse places in the UK and Europe. In a very real sense it is “the world in one borough”. It is important that every
community feels at home here, secure both in their separate identity and also as part of Lambeth as a whole. Underpinning this is the belief that
Lambeth Council must work, in a cooperative fashion, with all its communities to ensure their ambitions are met because no single model of service
provision can possibly meet such a complex patchwork of needs.
Through this cooperative endeavour, working together with the borough's citizens, Lambeth seeks to realise its goals to create a fair and socially
just borough which is:
caring
aspirational
safe and secure
A caring borough
Lambeth believes that the true measure of a community is the way it treats its most disadvantaged and vulnerable citizens (such as families on very
low incomes, the elderly, those with disabilities or poor physical or mental health). Lambeth is clear that these groups cannot be left behind and
must be given the chance to set and achieve their own aspirations, drawing on the resources London has to offer as a major world city. As a
progressive borough, Lambeth believes that the most effective way to care for these citizens is to improve the outcomes achieved by our poorest
and most vulnerable communities so they are closer to those achieved by the most affluent. At a time of shrinking resources, this will be achieved
by moving away from universal services that are open to all towards targeted services that support those citizens in greatest need.
As a result of this targeted work aimed at preventing social disadvantage we want to see a reduction in income inequality between the poorest and
most affluent in the borough, support for our most vulnerable families, and the provision of a range of preventative health and social care services to
enable citizens to lead healthy and active lifestyles.
As well as improving the life chances of our citizens the council must also continue to be the champion for all people in Lambeth, including our
employees – but in particular, seeking to ensure that our most vulnerable residents are protected from the effects of public sector cuts. We will
achieve this by ensuring the voices of our residents and communities are heard by central government, working with other elected representatives
to ensure Lambeth is not disadvantaged by national policy decisions, and through pro-active lobbying of central and regional government both
directly and through organisations such as London Councils and the Local Government Association (LGA).
3

An aspirational borough
We want people to feel proud to live in Lambeth. It is a diverse, aspirational borough and we are driven by the desire to see everyone take
advantage of the opportunities that are available as a result of living in central London. Lambeth will ensure high quality education and support for
every young person, from early years right through to further and higher education, to guarantee every young person is given the best start in life.
Caring for the vulnerable and narrowing income inequality underpin our desire for fairness, but Lambeth must also be a place where our citizens are
supported to realise their ambitions. In particular, we want to ensure people are able to live in decent homes, can get a job with good prospects,
have access to world-class education in good schools and colleges, and can enjoy a clean, green and sustainable environment. We also want to
help our citizens prosper economically, and aim to promote enterprise and entrepreneurship within a strong and diverse local economy. We can
help start-up businesses and social enterprises to take root and grow, we believe there is a particular opportunity for growth in the cultural, creative
and green industries, and we believe we can stimulate entrepreneurship by including a wider range of organisations in delivering public services.
All of this will generate more and better job opportunities for local people and attract investment into our borough.
A safe and secure borough
Lambeth's communities must feel safe with falling rates of crime and anti-social behaviour and a visible police presence fighting crime within our
neighbourhoods. We also want residents to feel secure in their homes, families and jobs, and secure financially. With such a diverse population,
community cohesion is important, with communities confident both in themselves and integrated as part of the wider borough. People from different
backgrounds, class and communities must feel at ease mixing with one another and working together to improve their local neighbourhood. Local
culture, arts and sports opportunities should provide yet further opportunities to bring Lambeth's communities together.
The increasing pace of change, movement towards Big Society, the advent of Localism Act combined with cuts to public funding signalled the need
to develop new ways delivering services. The Cooperative Council is about changing the relationship between citizens of Lambeth and the council
and turning the way the council provides services on its head to find better ways to meet the needs of local citizens which are inclusive and
empowering with an emphasis on sharing power and are outlined in Sharing Power: A new settlement between citizens and the state. In advocating
this fundamental change to public service delivery Lambeth has rejected the suggestion that the state should simply withdraw from delivering public
services. We want to change the role of the state not roll back the state. Our proposals are about guaranteeing the long-term survival of more
responsive public services over alternatives such as privatisation, while at the same time building stronger communities in charge of their own
destinies. At its core the Cooperative Council is about making real the time-honoured democratic ambition of handing ‘power to the people’.
Cllr. Steve Reed
Leader of the Council
4

Becoming a Cooperative Council
We intend to realise the ambitions set out by our Cabinet through becoming a Cooperative Council, guided by the principles and recommendations
set out by the Cooperative Council Citizens’ Commission in “Sharing Power: A new settlement between citizens and the state”.
The Cooperative Council draws inspiration from the values of fairness, accountability and responsibility that have driven public service in this
country for centuries. It is about putting the resources of the state at the disposal of citizens so that they can take control of both services and the
places in which they live. It is about finding new ways in which citizens can participate in the decisions that affect their lives.
The practical application of the cooperative principles to council services will result in different outcomes, but certain themes will be shared by all:
Co-production – valuing the contribution of service users and service professionals as equals in the design and delivery of public services.
Through this partnership the services that are produced are more likely to meet the needs of citizens enabling citizens and professionals to
learn, share and reflect the innovation and expertise that each can offer. There are already examples of co-production in council services
such as the development of facilities and support for the Portuguese community in the north of the borough, and West Norwood Feast where
local residents and businesses are working together to run market events in the town centre to bring more people and trade to the area.
The principles of cooperatives and mutualism – emphasising the values of equitable relationships and shared power; providing the
opportunity to introduce alternative ownership models for some council services where control is passed to community organisations and
social enterprises. If organisations that are owned and run by the local community have ownership of the service, this will give them a much
greater voice in the design and delivery of those services. In 2012 we plan to have developed new ownership models for 24 youth centres,
adventure playgrounds and One O’Clock clubs through a community-led organisation, and transferred ownership of the Lambeth Resource
Centre to a service user and staff led social enterprise.
Community-led commissioning – our aim is for local communities to work together to assess the needs and assets in their neighbourhood,
ensuring that localised commissioning plans are centred around local analysis, matching council resources with those from the local
community. Pilot projects are beginning in four neighbourhoods working with four council services: in Stockwell, Herne Hill, South Bank and
Loughborough Junction.
While our Cooperative Council ambitions are at the heart of our corporate plan we recognise that we are operating within a context of significantly
reduced public sector funding. This means that we will have to work in partnership with our citizens and customers to make tough decisions about
how best to prioritise our resources. The most effective way in which to achieve these aspirations is to focus our efforts and resources on services
that are targeted at those who most need them, which stop or reduce the likelihood of long term negative outcomes. Currently Lambeth Council
provides a wide range of these preventative services; however for the most part our resources continue to deal with the effects of negative
outcomes rather than preventing them. This corporate plan continues the shift in our approach with targeted prevention becoming the dominant type
of service.
5

The corporate plan sits at the heart of the council’s activities, holding our work together. It is used to inform departmental action plans, service plans
and individual objectives through the direction that it sets in the outcomes articulated as being our priority areas of focus. We should see a “golden
thread” connecting the work that we all do back to these outcomes and overarching vision.
Delivering the cooperative council is a significant challenge in itself, but doing so at a time of reduced funding and the uncertainty that this brings
makes our task even greater. But work is already underway and there are many examples of cooperative working across the organisation that we
must learn from and build upon as we work towards becoming a cooperative council by 2014.
Derrick Anderson
Chief Executive
6

Our priorities 2012 – 2015
This plan sets out Cabinet’s aspirations for the next three years through the delivery of three key priorities (a caring borough, an aspirational
borough and a safe and secure borough). It describes the outcomes we will deliver as an organisation to meet these aspirations and how we will
transform our ways of working to improve services and meet the financial challenges facing local authorities by becoming a cooperative council and
increasing our preventative and targeted services.
Part of our journey to becoming a cooperative council is to further acknowledge that council services are not the single or always the most important
means of making a difference in our communities. At their best our services work with active and committed citizens, local neighbourhoods, citizen
groups and associations, voluntary and community sector services, local businesses and other public services. Our outcomes framework describes
what the council will contribute to the combined efforts of many people in Lambeth but we know that the more we work cooperatively with our
communities the more we can all deliver for Lambeth. Working together we will be able to meet and exceed the aspirations set out by Cabinet, and
the individual aspirations of our citizens and communities.
Our outcomes focus on where the council can make the biggest difference. This tight focus has been developed through a deep understanding of
citizen priorities (see appendix one for more details on our resident priorities) and a clear political vision from our administration. It means as an
organisation we are clear about what we are trying to achieve and how we intend to achieve it within a context of significantly reduced resources
across the public sector. The diagram on the next page illustrates our approach. Each of our priorities and outcomes includes our equality
objectives. 1
Our transformation priorities, to become a cooperative council and deliver more preventative and targeted services, are central to the delivery of our
outcomes and therefore all the services we provide and our transformation will be at the heart of all service delivery.
The role of our Corporate Plan
The corporate plan provides the framework through which the council prioritises resources and the plan drives all the services we provide to
Lambeth residents. The service plans and activities of council departments, teams and individual members of staff are directed by the corporate
plan, with all our activities designed to deliver our outcomes and our transformation priorities, or help our staff and partners to do this through
providing high quality cooperative support services.
1 The equality objectives set out here are those required by the Public Sector Equality Duty within the Equality Act (2010), following the incorporation of our Single
Equalities Scheme into the Corporate Plan in 2011.
7

Key performance indicators for 2012 – 2015
It is vital that we are clear about how we intend to track our performance and drive forward our ambitions. Set out below are high level performance
measures against which we will be tracking our improvement each quarter and beneath these, sit our service performance measures which will
track how we are delivering for our customers.
Each of our priorities and outcomes includes our equality objectives, following the incorporation of our Single Equalities Scheme into the Corporate
Plan in 2011. Within each outcome there are areas of inequality that we have identified through analysis of need, demographic data or resident
concerns. In doing this we are ensuring that our equalities work is not an add-on, but an integrated part of how we deliver services and meet the
needs of our residents.
Outcome High level measures Equality priorities Indicators
More vulnerable and
disadvantaged residents are
able to live independently and
as they choose
Communities feel secure
There are positive impacts from
services for elderly, disabled
residents and their carers
Social and financial inclusion is
increasing
Adult safeguarding is secured
Families are supported
Resident perceptions of the
borough’s cultural offer are
improving
Residents feel different
communities get on well together
Residents feel that diversity is
valued
Increased in independent living for
disabled people, residents over
the age of 65 and financially
disadvantaged residents through
care services and personalisation
Increased access and satisfaction
of cultural services by all ethnic
groups, for disadvantaged
residents and for residents of
different faiths
Access to cultural services for
disabled people and older people
A reduction in discrimination felt
Proportion of people using social
care who receive self directed
support
Older people helped to live at home
The percentage of social care clients
reporting that services have
increased the overall control they
have over their daily life and their
quality of life
Permanent admissions to residential
and nursing care homes
Number of safeguarding adults
referrals per month that are repeat
referrals
Resident perceptions of their
personal financial circumstances
The rate of child poverty in Lambeth
The average time to process
benefits payments
Number of homelessness prevention
cases dealt with
Resident perception of Lambeth as a
place where people from different
backgrounds get on well together
Resident perception that in Lambeth
people are able to go about their
daily activities without fear of
discrimination
Resident perception that Lambeth
9

Outcome High level measures Equality priorities Indicators
by residents who speak English
as a second language (ESOL)
Reduction in the experience and
perception of discrimination by
young people
Council promotes equality and
diversity within Lambeth
Residents reporting use of cultural
services (libraries, leisure centres,
parks / open spaces)
Resident satisfaction with cultural
services
Overall proportion of Lambeth
residents satisfied with the local area
A strong local economy in
which entrepreneurs and
businesses feel supported
A high quality education for
every child and young person
in a safe and supportive
environment
Local businesses feel supported
Local business perceptions of
Lambeth and council services are
improving
Employment increases relative to
other similar London local authority
areas
Educational attainment is increasing
Safeguarding and protecting
children and young people
There are more opportunities for 16
– 19 year olds
Increase the number and quality of
primary and secondary school
A reduction in employment gap
between white / other ethnic
minorities
An increase in female business
owners
An increase in entrepreneurship
amongst residents who have a
disability
An increase in young adult
employment (18-24)
Narrowing the gap in educational
attainment between ethnic
minority, white and Portuguese
boys and the average
Narrowing the gap in educational
attainment for children with SEN
Narrowing the gap in education
as a place to live
The number of 16 to 18 year olds
who are not in employment,
education or training (NEET)
The number of new business start
ups
The number of business closures
The number of residents engaged
through employment programmes
The number of employment
programme participants that sustain
employment for 26 weeks
The number of apprenticeships
JSA Claimant Rate - under 24 (as a
proxy for young adult
unemployment)
JSA Claimant Rate (as a proxy for
unemployment)
Improved KS 4 results: 5 or more
GCSEs at grades A*-C
Increased achievement of at least 78
points across the early years
foundation stage
Narrow the educational achievement
gap between pupils receiving Free
10

Outcome High level measures Equality priorities Indicators
places and community access to
our schools
More, better quality homes for
Lambeth residents
Crime reduces and residents
feel safer in their communities
Resident satisfaction with homes
increases
Tenant and leaseholder satisfaction
with their landlord increasing
Quality of housing increasing
Levels of homelessness are
decreasing relative to other similar
local authorities
Crime and anti-social behaviour
(ASB) reduces relative to other
similar boroughs
attainment for children looked
after
Increasing awareness of homo /
transphobia in Lambeth schools
and youth services
Narrowing the gap in educational
attainment for those eligible for
free school meals
Reducing the gap in satisfaction
with housing issues between
black and white tenants
Reducing the number of single
parent families and pregnant
women in temporary
accommodation
Reduction in the experience and
incidents of crime involving ethnic
minority residents
School Meals, Looked After Children
and their peers
Reduce the rate of permanent
exclusions from school
The percentage of children
becoming the subject of a child
protection plan for a second or
subsequent time
Reduce the teenage pregnancy rate
(conception rate per 1000 females
aged 15-17)
Satisfaction with your landlord (for
social, private renting and council
tenants)
Satisfaction with the condition of
your home
The number of homes brought up to
Lambeth housing standard
(including decent homes standard)
Number of private sector empty
dwellings brought back into use
The number of households living in
temporary accommodation 2
The number of new affordable
homes provided
The rate of council tax collection
The rate of rent collection (for
council tenants)
Reduce the rate of provenreoffending
by young offenders
Reduce the number of first time
2 Changes introduced in the Localism Act are likely to change how temporary accommodation is reported within 2012/13 and this indicator is therefore likely to be
changed.
11

Outcome High level measures Equality priorities Indicators
A reduction in the fear of crime and
ASB relative to other similar
boroughs
A sustainable environment that
is clean and pleasant
Communities work with the
council and each other to
improve their neighbourhoods
and foster self-reliance
Residents remain confident in the
council’s ability to maintain the
public realm
Resident perceptions of Lambeth’s
parks and open spaces are
improving
Sustainability in Lambeth is
improving
Residents are more active within
their communities
Residents feel more engaged with
service delivery and decisions
Reduction in violence (inc. sexual
violence) against women and girls
Reduction in the experience and
incidents of crime involving young
people
Reducing LGB hate crime
Increased use of parks by ethnic
minority residents
Increased re-cycling by residents
in social housing
Increase joint working between
the council and residents who
have ESOL, are Polish or
Portuguese
Increase in young people'
participation in community
focused activities
entrants to the Youth Justice System
Reduce incidents of violent crime
Reduce incidents of property crime
Reduce the rate of repeat incidents
of domestic violence
Reduce the percentage of residents
who are concerned about crime and
ASB
Residents who have experienced
crime (as a victim or witness)
Reduce the serious knife crime rate
Increase recycling to achieve the
London-wide target for recycling
municipal waste
Reduction in residual household
waste
Reduction in carbon emissions from
core council buildings and street
lighting
Improved street and environmental
cleanliness
Resident perceptions of litter and
rubbish as a problem
Use and opinion of recycling
services
Resident perceptions of road and
pavement repairs
Overall satisfaction with the council
The percentage of residents who
feel they are able to influence local
decisions
Young people’s knowledge of the
council
Civic participation: the percentage of
12

Outcome High level measures Equality priorities Indicators
Increase in participation in
community activities and decisionmaking
by Muslim and financially
disadvantaged residents
residents who are involved in
community activities
The percentage of residents who
feel informed about the council’s
services and benefits it provides
13

Our transformation journey
Each year, we identify the critical transformational activities upon which our energy and resources must be focused. A large organisation such as
Lambeth Council is always changing and transforming its information and communications technology, organisational processes and services
including the way citizens access them these transformations form part of our routine business and is managed through our day-to-day operation.
We have developed a portfolio of activities to be delivered over 2012 –15 these have been Informed by information derived from our residents’
surveys and Annual Budget consultation and form part of this business improvement process. Many of these activities focus on how we can reduce
our costs, while prioritising those services that residents have told us are most important to them.
What we set out to articulate in this Plan is the
genuinely radical transformation activity over
and above our usual business improvement
portfolio, which will carry us, over the coming
months, towards our cooperative ambitions.
Much of this activity responds directly to the
recommendations of the Cooperative Council
Citizen’s Commission’s final report, published in
January 2011.
Appendix two sets out some more detail about
these activities. We will be reporting on our
progress in each of these areas quarterly and
publishing updates on the Lambeth website.
Transforming the organisation ...
Actively engage staff in our cooperative council
journey
Embed a new working culture in the organisation
and a workforce with the right skills and
competencies
Develop the right kind of leadership to ensure
success
Review services to develop a ‘platform’ that
supports, enables and facilitates cooperation and
mutualism
LEARNING
Early Adopter Areas
Disseminated through:
A community of practice
Action learning sets
Toolkit
Masterclasses
Community-led-commissioning pathfinder
neighbourhoods
Transforming the borough …
… a place in which cooperatives, mutuals
and social enterprise flourish
14

Equalities – At Lambeth we pay more than just lip service to equalities. It is part of everything we do. We recognise that given the diversity of our
residents we have a duty to support the most vulnerable in our borough and so in addition to the protected characteristics enshrined in law we also
consider socio-economic equality in all of our work. Our equalities processes are transparent and fit for purpose and are not just part of our strategic
approaches (like service and financial planning, HR policies and performance management) but also drive the way we work together with our
citizens. This means the council will constantly review the impact of its Equalities Impact Assessment (EIA) processes to ensure they make a real
difference and community groups and partners are involved appropriately. We are committed to working together to understand the needs of all our
residents, staff and stakeholders across all the equalities strands through co-produced needs assessments, inclusive consultation, ongoing staff,
resident and customer surveys, mystery shopping, effective monitoring and analysis of complaints.
Assets – As at March 2011/12, the council's property asset portfolio was valued at £2.1 billion. The Council owns 760 non domestic properties with
a revenue budget of £13.2 million. These assets are subject to rationalisation/regular reviews and we are seeking to obtain around £100 million over
the next three years from the disposal of surplus properties to augment the Capital Programme. In addition, any efficiency savings made through
this programme will also be reinvested into our revenue budgets to enable the continued delivery and improvement of frontline services. The
Property Asset Management Plan sets out how the council's property asset portfolio and its management will change over time to ensure that
corporate priorities are delivered the Plan for 2011-14 will be heard at informal cabinet and subject to approval, Cabinet on January 16 th 2012.
Natural Resources – The Council will continue to demonstrate sustainable resource use, seeking to protect our environment and reduce CO 2
emissions produced through our own operations and within the wider community. Corporately, our work to improve environmental sustainability is
underpinned by Lambeth’s Carbon Management Plan (CMP) which aims to reduce carbon emissions by 20 per cent by 2016 from our corporate
buildings and street lighting. The CMP will also help to avoid costs on energy bills and reduce the number of allowances purchased under the recently
introduced Carbon Reduction Commitment (CRC) legislation which will see the Council paying annually for each tonne of CO 2 that it emits.
In the community we are working to reduce Lambeth’s environmental impacts through a variety of Co-operative initiatives, including the Green
Community Champions Programme and the Brixton Low Carbon Zone.
15

Appendix one: Citizen Priorities
Understanding the views of our residents is essential to enable us to provide services which best meet local needs. However, our aspirations for coproduction
of the council’s services are much more ambitious than simply asking residents what they are most concerned about. Within the next
three years we are clear that we want citizens to become meaningfully involved in community-led, rather than council-led, commissioning of
services in all areas of our business. However, at this point, as we lay the foundation for greater level of community involvement, we will continue to
draw upon traditional sources of citizen priorities, like our resident survey, our youth conference and budget consultation to help drive services and
service improvements.
Crime remains among the top three issues for local people along with a lack of jobs and the level of council tax; however over the last year we have
seen increasing concerns about rising prices, and the lack of jobs reflecting the broader economic context. Related to this, there has been a year on
year increase in the number of people who say their personal financial situation has got worse (40% said things had got worse in July 2011
compared with 32% in July 2010) and only one in ten people saying their situations have improved.
In recent years we have worked extensively to ensure that as far as possible the budget proposals put forward align with our resident priorities.
Lambeth residents clearly prioritise all social services, support services for disabled residents, weekly waste collection, youth and children’s centres.
Two in five (41%) of our residents say they have been affected by public sector cuts in the last six months to July 2011, and this rises significantly
among some of our poorest residents, and those within some of the protected characteristics enshrined in law including black Caribbean and
disabled residents. The services where changes are being most noticed include recycling, primary education, sports and leisure and housing
benefits. Translating the implications of this - council and local public services are likely to see increased demands on support services relating not
only to employment and enterprise, and social housing, but also around social care, family support and community safety as the impacts of these
financial challenges are borne out which will make the outcomes relating to a caring and aspirational borough even more important.
16

Appendix two: Key Cooperative Council Transformational Activities
Objective
Learn from real-time examples of
cooperative working.
Actively engage our staff in the
Cooperative Council journey.
Embed cultural change within the
organisation.
Activities
Support and coordinate the Early Adopters proposed in the Cooperative Council Citizens’ Commission
report, 3 building on work on Phase 1 to begin designing and implementing Phases 2 and 3.
Draw on the experience of developing alternative service delivery models in children and young
people’s services and adult social care to determine where and how other services currently delivered
by the council could be delivered differently and progress these in consultation with service users
wherever possible.
Work with citizens to design the most effective approach to co-commissioning public services in
Lambeth.
Develop, through active learning, approaches to service design that are based on co-production.
Promote our vision for a ‘new settlement between citizens and the state’ and clarify its implications for
our organisation.
Review and adapt our competency framework to emphasise cooperative council behaviours.
Ongoing engagement with staff to ensure the individual contributions that will be necessary for the
organisation to make the journey are recognised and realised.
Implement a policy and framework for volunteering that gives staff an opportunity to work in the
community and gain skills that support cooperative working.
Develop and implement a ‘flatter’ structure that provides for more flexible, responsive services.
Co-produce and deliver a workforce action plan that ensures our staff have the right knowledge,
competencies, attitude and support infrastructure to work cooperatively.
Work with external partners and citizens of the borough to develop more innovative practice and our
longer-term capacity for innovation.
Increase the capacity of the organisation to take measured risks and approach services in new,
innovative ways.
Revisit our organisational values to ensure they support achievement of our ambitions.
3 http://www.lambeth.gov.uk/Services/CouncilDemocracy/MakingADifference/TheCooperativeCouncil/
17

Objective
Develop the right kind of leadership to
ensure success.
Review services to develop a ‘platform’
that supports, enables and facilitates
cooperation and mutualism in the
borough.
Work with the borough to create a
place where social enterprise,
cooperatives and mutuals flourish.
Activities
Refresh and re-launch our leadership styles so that our leaders model - in their everyday practice -
cooperative council behaviours and competencies.
Support, facilitate and encourage the development of employee-led mutuals.
Review our commissioning infrastructure so that it is fit for purpose, drawing on learning through the
community-led commissioning exercise and existing good practice.
Simplify our procurement processes.
Review our constitution to ensure it is enables our ambition.
Plan and design an organisational structure that reflects and supports the supportive relationships we
will want to develop and maintain with a wider and more diverse range of locally-based service
providers and community groups.
Develop a more mature approach to performance management and improvement - that supports and
encourages innovation whilst protecting the quality of our services.
Work with private sector delivery partners to secure, through the council’s purchasing power, specialist
support for community groups looking to play a greater role in service delivery.
Work with partners to ensure borough-provision of business support and advice responds to boroughneed.
Develop a ‘community of practice’ building on but also extending beyond the early adopter areas to
include other examples of cooperative practice and areas in order to facilitate and encourage
knowledge sharing.
Continue to develop our ‘living’ toolkit to support cooperative working across the borough.
Develop the foundations for a menu of financial and non-financial incentives for increased
participation, by working with the borough’s time banks and developing a borough-wide
complementary currency.
Work with community ‘champions’ within our communities to ensure they are supported to take local
initiatives and projects forward and support others to participate more in local civic life.
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Appendix three: Lambeth Council’s Revenue and Capital Budgets for 2012/13
The council sets its revenue and capital budgets over a three year planning horizon, updating them through a rigorous planning and review cycle
each year. Our joint service and financial planning process ensures that resources are allocated to council priorities and that we can deliver our
services within known financial constraints.
The Council’s Gross Revenue Income 2012/13
Source of revenue £’000
Government grants allocated to specific services 536,162
Government general grant 203,743
Government total 739,905
Income to the Housing Revenue Account 169,031
Council tax 100,416
Other sources of income 102,850
Local total 372,297
Total income 1,112,202
The Council’s Revenue Budget 2012/13
Department
£'000
Adults' and Community Services 117,513
Children and Young People's Services 63,910
Finance and Resources 28,914
Housing, Regeneration and Environment 35,398
Office of the Chief Executive 5,611
Corporate Items 52,813
Total 304,159
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The Council’s Capital Budget 2011/12 – 2014/15
Programme
Investment Profile £'000
2011_12 2012_13 2013_14 2014_15 Budget
Budget Budget Budget Budget
Housing, Regeneration and
74,725 98,176 78,864 53,322 305,087
Environment
Finance and Resources 4,057 4,224 0 0 8,281
Adults & Community Services 6,584 8,960 0 0 15,544
Children & Young People's Service 52,238 56,382 26,933 4,847 140,400
Capital Investment Programme 137,604 167,742 105,797 58,169 469,312
20

Adults’ and Community Services
Summary Service Plan 2012/15
Our priority objectives to assure corporate outcomes are achieved:
More preventative and
targeted services
More vulnerable and
Communities feel secure
disadvantaged residents are able
to live independently and as they
choose
Deliver a new offer for adult social
care
Continue to integrate
commissioning with NHS and
achieve evidence based outcomes
Develop the health and wellbeing
strategy
Transition of public health function
into LBL
Develop integrated care pathways
with health partners
Transform the end to end process
in adult social care
Developa corporate and
partnership vision for whole life
planning for adults with learning
disabilities
Give communities a greater voice
and control over cultural services
through a new co-operative cultural
offer
Readiness for 2012 Olympics and
Paralympics. Maximise the impact
of 2012 Legacy
Provide a comprehensive and
efficient co-operative library service
across the borough
A business well managed (Measures to be developed):
Restructures and support services reviews
Deliver service and financial plans and a balanced budget
Explore and develop options for federated services
Crime reduces and residents feel
safer in their communities
Lead with partners the promotion of
rights, prevention from harm and
protection of vulnerable people
Develop a community safeguarding
model
Reduce violent crime through
targeted programmes
Reduce reoffending through
integrated offender management
services
Maximise the community safety
response to crime and ASB at a
neighbourhood level.
Becoming a
cooperative council
Communities work with the
council and each other to
improve their neighbourhoods
and foster self reliance
Invest in communities and
organisations to drive community
led commissioning
Deliver options for community
buildings and market development
with the 3 rd sector
Explore options for new delivery
vehicles for remaining ACS
services that are provided
Develop a range of housing options
for older people

Children and Young People’s Service
Summary Service Plan 2011/14
Our priority objectives to assure corporate outcomes are achieved:
Vision: To implement the Cooperative Council principles in CYPS to deliver community led, quality assured and sustainable provision that enables
children and young people to be happy, healthy and safe and to achieve their full potential.
A caring borough A safe and secure borough An aspirational borough
1. Safeguard and protect children and young
people
2. Target and develop early help and
intervention services
Reshape safeguarding services to reflect
Munro Review recommendations
Reshape services to provide targeted and
preventative services
Implement Child Poverty Reduction
Strategy and Delivery Plan
Reduce teenage pregnancy, childhood
obesity and substance misuse
Develop strategic commissioning and
increased integration
Develop the CYPS workforce
A high quality education for every child and young person in a safe and supportive environment
3. Reshape CYPS within the cooperative
Council pilots
4. Reduce serious youth crime
Implement CYPS Cooperative Council
pilots
Improve understanding of serious youth
crime and develop a refreshed strategy for
addressing this issue with our partners
Involve more young people, parents and
carers in decision-making
Ensure CYPS provides Value for Money
5. Increase the number and quality of
primary and secondary school places in
Lambeth
6. Raise achievement to narrow the gap in
outcomes for children and young people
7. Transform Special Educational Needs
(SEN) provision
Implement measures to ensure sufficient
appropriate school places for children and
young people of all ages
Narrow the attainment gap across all
groups of children and young people
Develop and consolidate a new
relationship with schools including a hub
approach and traded services
Undertake a review of Special Education
Needs (SEN) service in the context of the
Green Paper
Reduce exclusion rates
Reduce the number of young people not in
employment, education and training
(NEET)

Finance and Resources
Summary Service Plan 2012/15
Better stewardship of resources and
value for money
Protect council assets and funds
and maximise resources through
the insurance strategy
To help the council better
understand the financial context
for improving and developing
business by a central services
"brochure" of service offerings
and associated charges
To support the council’s
outcomes by greater alignment
between the corporate plan and
budget setting process
Deliver £2.7m of savings during
2012/14 by effective contract
review process
Improve the financial position of
the council by identifying new
income streams and capitalizing
on external funding
Contribute to reducing the
borough’s carbon footprint using
contracts and services that are
sustainable
Effective stewardship of capital
assets through the delivery of
Total FM and improving the
council as a place to receive
customers, visitors and staff
Improving the customer experience
Make our customers happy by
providing them with the right
service, at the right time and via
the right channel
Satisfy our customers by having
reasonable recourse when
services don’t meet expected
standards
Services are recognised for their
high standards and quality that
provide customers with assurance
Improve services by providing
anytime, anywhere, any device
personal computing with the
associated flexibility that offers to
staff and partners
Reduce resources misdirected by
fraud and place them back into
frontline services and resources
Enabling business transformation
and delivery of outcomes
Create a governance, risk and
control framework to help manage
the emerging business risks
arising from new co-operative
initiatives
Help optimise the outcomes for
the council from the changes to
local authority funding arising
from the Localism Act and Local
Authority Resources Review
A constitution that enables the
council achieve its cooperative
ambition
To contribute to targeted
improvements throughout the
council and borough by
capitalizing on the council’s
knowledge and information
assets
To support the council’s
outcomes by creating cooperative
models of service delivery
The council is well place to
support residents through the
welfare reform through effectively
managing the changes in council
tax and housing benefit claims
Transform our services by
lowering costs, simplifying and
standardising common service
processes
Collaborative working
Partners working together making
well informed decisions based on
secure and robust information and
data protocols
Encourage participation from
different sectors of the community
to help co-produce services and
engagement mechanisms
Developing a cooperative
business approach through
professional development and
joint working approaches
Make our services better by
endorsing the co-production
methodology in tender
specification development
Encourage the use of
apprenticeship schemes with
council key contractors to get our
community into employment
Integrating Youth Council within
Youth Trust thus enhancing youth
engagement, influence and
encouraging citizenship

Housing, Regeneration and Environment
Summary Service Plan 2012/15
An aspirational borough A safe and secure borough A caring borough
A strong local economy in which entrepreneurs
and businesses feel supported
More, better quality homes for Lambeth
residents
Increase supply and access to housing
Deliver better housing management for
tenants
Support resident-led housing management
Improve the quality and condition of
housing
Deliver sub-regional objectives within the
Vauxhall, Nine Elms, Battersea and
Waterloo opportunity areas
Ensure Lambeth’s planning and building
control service is efficient, effective and
developers know that Lambeth is ‘open for
business’
Stimulate investment and growth to
maximise opportunities for local people,
businesses and visitors
Work cooperatively to develop and promote
sustainable neighbourhoods including
estate regeneration opportunities
Promote and support our town centres as
commercially successful and sustainable
places
Deliver the property asset management
plan 2011-14
Deliver the HRE capital programme
Implement the customer service
improvement plan
A sustainable environment that is clean and
pleasant
Reduce household waste and get more
people recycling
Develop more responsive regulatory
services that reflect and deliver corporate
objectives
Ensure Lambeth neighbourhoods are
clean, sustainable and accessible
Develop the community safeguarding
model
Promote quality of place through the
delivery of a range of public realm
initiatives and partnerships
Develop the highway asset management
and investment plan
More vulnerable and disadvantaged residents
are able to live independently and as they
choose
Facilitate the creation of job opportunities
and skills development to enable our
residents into employment
Prevent homelessness and reduce the use
of temporary accommodation

Office of the Chief Executive Summary
Service Plan 2012/15
Becoming a cooperative council
Establishing a cooperative culture and setting
the pace of improvement
A culture of innovation across the
organisation will be led by OCE,
encouraging risk taking, new ideas,
prototyping and co-production of services
with residents and partners.
Enable partners to develop a cooperative
borough by developing new networks,
strengthening existing links and providing
space for collaboration and communication.
The council’s corporate priorities and
change processes are well understood by
staff and external stakeholders.
More residents will be involved in coproducing
services with the council and
services will be encouraged and supported
to explore and implement new delivery
models.
Staff feel engaged in the development of
internal policies and changes.
OCE Priority: Managing and maintaining the
positive reputation of the organisation
The image of Lambeth will be improved
and people’s satisfaction with their own
neighbourhood as well as that of the
borough and council as a whole will be
improved.
Internal and external audiences are
informed about the council’s priorities and
visions, about council services and how to
access them.
A positive, constructive and respectful
culture between staff, Trades Unions,
managers and members within the council.
Lambeth is viewed as a fair and desirable
employer by current and prospective staff.
More preventative and targeted services
OCE Priority: Providing strategic planning
capacity
Ensure that robust data, information and
analysis is made available to our citizens,
staff and partners according to their needs
to enable co-production, community
commissioning and cooperative service
delivery models.
Provide high quality information, data and
policy that will support the political and
managerial decision making processes of
the organisation.
The provision of high quality staff data that
supports the council in its strategic
decision making.
Ensure internal council policies and
processes are flexible, responsive and
enable the council to meet its ambitions.