Chief Executive: Sean Harriss
Leader of the Council: Councillor Lib Peck
Contact: Hannah Jameson, Head of Policy and Partnerships, Corporate Resources, firstname.lastname@example.org, 020 7926 6918
· The Plan focused on three areas of importance, which each contained a series of actions as detailed in the report:
o investment into the borough and the importance of growth, with a key test that growth benefitted all residents;
o supporting strong and sustainable communities in the face of reducing government grant and staff cuts; and,
o supporting the most vulnerable residents through reducing inequality, opening up access to opportunities for all. This remained the most complicated and difficult area.
· There were significant challenges around wealth-sharing and transparency, with the onus on the Council to explain policies and why they were needed.
· The Equalities Commission would report to Cabinet on further attempts to reduce the borough’s inequality.
· The Plan necessitated much work with key stakeholders and local community groups for best implementation.
The Chief Executive, Sean Harriss added:
· The Plan was based on much qualitative and quantitative evidence, looking at the borough’s needs, makeup, and performance, including the residents’ survey and other feedback mechanisms.
· There remained much work to do continue engagement with both individuals and groups.
· The Council was part of Lambeth’s infrastructure, with responsibility for a large range of services, but delivered alongside other public service providers (police, businesses, higher education, etc.). The report thus gave guidelines to develop a Plan for Lambeth with input from all organisations and communities rather than from the Council alone.
Councillor Ed Davie, Chair of the Overview and Scrutiny Committee (OSC) and Children’s Social Care Improvement Commission, added the following comments:
· The focus on greater support for the most vulnerable communities was a very welcome inclusion in the Plan
· The Equinox report, among other evidence, showed a disproportionate presence of the black community and disadvantaged groups in key indicators. The Council had made improvements, but members were keen for further progress, which the Equalities Commission would help address.
· OSC were keen to have the voices and concerns of Portuguese and Somali (and other black and minority ethnic (BME)) communities heard in development and in the delivery of the Plan.
· Other vulnerable groups included children, with a third of Lambeth’s children living in poverty and huge pressures on children’s social services. It was important to help early years along the lines identified by the Marmot report and in the Health and Wellbeing OSC.
· Leeds City Council, which had improved its children’s services from inadequate to good, had recognised that children’s social work was not done in a vacuum, but was about context, and had changed their culture by adopting the Unicef child-friendly city model, placing children at the heart of everything the Council did. One example of this was that British Gas engineers were trained to spot signs of abuse or neglect, helping reduce pressure on Council services.
· He would be keen to see a similar unifying approach adopted in Lambeth, which would not only benefit the individuals involved but in lessening the children’s social care case load would reduce ... view the full minutes text for item 6