Agenda and minutes

Cabinet - Monday 19 September 2016 5.00 pm

Venue: Bolney Meadow Community Centre, 31 Bolney Street, London, SW8 1EZ

Contact: David Rose, Democratic Services Officer, Tel: 020 7926 1037 Email: 

No. Item


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.


There were none.



Minutes of Previous Meeting pdf icon PDF 207 KB

To agree with the minutes of the meeting held on 11 July 2016.


RESOLVED: That the minutes of the last meeting held on 11 July 2016 be agreed as a correct record of proceedings.



Refresh of Lambeth’s Health and Wellbeing strategy pdf icon PDF 119 KB

    Report 296/16-17


    Key decision

    All wards


    Strategic Director for Adults and Health:  Helen Charlesworth-May

    Cabinet Member for Healthier and Stronger Communities: Councillor Jim Dickson


    Contact: Valerie Dinsmore; Integrated Lead for Customer Engagement and the Health and Wellbeing Board;; 0207 926 4682


    Additional documents:


    The Cabinet Member for Healthier and Stronger Communities (job-share), Councillor Jim Dickson, introduced the report and noted:

    ·           Health had witnessed dynamic change since the 2013 strategy, such as an increasing number of UK hospitals running deficits, significant cuts to public health funding and a much greater focus on integration of health and social care.

    ·           Since 2013 primary care had changed and more work was being done at a regional level, so the Strategy needed to fit in with other boroughs. 

    ·           The key objectives remained the same: health and wellbeing improvements for all, but fastest for those in need; and, that everyone could reach their full potential, safe from harm, to play a part in the community. 

    ·           This would be achieved by tackling issues such as life expectancy (including healthy life expectancy and improving quality of life); reducing the prevalence of diabetes, chronic obstructive pulmonary diseases (COPDs) and reducing sexually transmitted infections (STIs).  The Council was making progress on these, but more work was needed.

    ·           Housing was now under the Council’s direct management, and it was noted that much UK housing was not warm enough in winter and this could contribute to health and wellbeing issues.

    ·           Lambeth had a good track record on areas such as mental health, the Living Well Collaborative, and its focus on prevention; but there was further room for improvement. 

    ·           BME groups remained over-represented, but this was being targeted, with Councillors Ed Davie and Jacqui Dyer’s work with the Black Health and Wellbeing Commission praised.

    ·           Emergency admissions were down, with innovations in sexual health workallowing decreasing costs whilst being more user-friendly.

    ·           Gains were being made, and the Strategy was a harbinger of further ambition, working with hospitals and other providers to do better and address people’s health in new ways.

    ·           More work with communities and quickening solutions to health problems was needed; for example, through better use of joint strategic needs assessment (JSNA) data, or ascertaining how to effectively use the Health and Wellbeing Board and how its impact translated into positive outcomes.

    ·           The Strategy was a step in the right direction, and focus was now on implementation.  He offered thanks to the health team and paid particular tribute to Valerie Dinsmore, Integrated Lead for Customer Engagement and the Health and Wellbeing Board; and, Maria Millwood, Director for Strategy and Commissioning Children, for their work.


    Councillor Ed Davie, Chair of OSC gave the following representations:

    ·           OSC had a legal duty to scrutinise any substantial variations in health services, and recently considered a proposal by the South London and Maudsley NHS Foundation Trust to close a ward at Lambeth Hospital, not because of cuts, but because excellent and innovative preventative work meant the ward was almost empty.  Examples such as this and the Alliance Contract showed what could be achieved by empowering people to help themselves. 

    ·           The February OSC had raised concerns that savings from integration were not as great as anticipated, and highlighted the temptation when reducing budgets to withdraw collaborative funding  instead of sharing  ...  view the full minutes text for item 3.


Improving the efficiency of homelessness applications pdf icon PDF 109 KB

    Report 293/16-17


    Key decision

    All wards


    Strategic Director for Neighbourhoods and Growth: Sue Foster

    Cabinet Member for Housing: Councillor Matthew Bennett


    Contact: Neil Wightman, Director Housing Services,, 020 7926 7051

    Additional documents:


    The Cabinet Member for Housing, Councillor Matthew Bennett, introduced the paper and noted:

    ·           The backlog of s202 had fallen by 70% since the 11 April 2016 Cabinet meeting approving contracting out s202 housing reviews to RMG Ltd.

    ·           The report ensured that all decisions were covered by the appropriate authorisation.


    Councillor Jackie Meldrum, Cabinet Member for Adult Social Care, asked how soon procurement for long-term contracts could start given procurement took time; and the Cabinet Member for Environment and Transport, Councillor Jennifer Brathwaite, noted that anything that improved efficiency of applications should be welcomed for reducing costs, time and applicants’ stress.


    Neil Wightman,Delivery Director for Housing Management, answered that officers wanted to spend the first two quarters reviewing procurement before long-term contracts could start.



    1.         To approve the previous decisions to contract out the Section 202 Housing Act 1996 reviews to RMG Ltd prior to 11 April 2016.



Resolution of the Overview and Scrutiny Committee Call-In: Events Strategy pdf icon PDF 126 KB

    Report 302/16-17


    Non-key decision

    All wards


    Strategic Director, Corporate Resources: Jackie Belton

    Cabinet Member for Regeneration, Business & Culture: Councillor Jack Hopkins


    Contact: Gary O’Key, Lead Scrutiny Officer, 020 7926 2183,

    Additional documents:


    Councillor Ed Davie, Chair of OSC, outlined the call-in of the Events Strategy at OSC on 22 August 2016:

    ·           Events were good for Lambeth residents and non-residents, but needed balance, with concerns over littering, noise, degradation of parks and commons, and the effectiveness of Council policy.

    ·           Further analysis was needed on the Country Show’s income generation and while he did not believe this should involve charging for entry, he queried whether it could raise more revenue through the participation of commercial businesses.

    ·           It had been the third call-in of a Culture 2020 item, and OSC wanted to get ahead of the decision-making process to allow the Council to enact better policies, and cited a recent meeting of OSC Chairs with Cabinet on budget proposals as a positive example.  There used to be greater liaison between OSC and Cabinet, which would be good to re-enact to strengthen decisions, allow public examination earlier and avoid unnecessary call-ins.


    The Leader of the Council, Councillor Lib Peck, said greater OSC-Cabinet working was sensible, noting that the two bodies used to meet sixth-monthly, and endorsed the principle.


    The Cabinet Member for Regeneration, Business and Culture, Councillor Jack Hopkins, noted:

    ·           OSC’s recommendations were already being taken forward and he would update OSC accordingly. These included, local area leads working out guidance with Friends groups; a planned meeting with Friends groups on Wednesday; and, drafting blanket licences, funding and transparency of events.

    ·           OSC, Friends groups and backbench councillors were united in seeking greater transparency, clarity, and checks and balances, which would be delivered and was welcomed.


    The Cabinet Member for Healthier and Stronger Communities (job-share), Councillor Jim Dickson, noted this as a good conversation, and supported generating income from the use of open spaces and publishing actual noise levels.  It was useful to have the policy back and OSC had provided sensible recommendations.


    Leader of the Council, Councillor Lib Peck, praised the constructive feedback and agreed that more communication and transparency was welcomed.



    1.         To receive the resolution and report of the Overview and Scrutiny Committee Call-In: Events Strategy.

    2.         To agree the response to be provided to the Overview and Scrutiny Committee (Appendix 1).



Future Lambeth: our borough plan pdf icon PDF 151 KB

    Report 297/16-17


    Key decision

    All wards


    Chief Executive: Sean Harriss

    Leader of the Council: Councillor Lib Peck


    Contact: Hannah Jameson, Head of Policy and Partnerships, Corporate Resources,, 020 7926 6918

    Additional documents:


    The Leader of the Council, Councillor Lib Peck introduced the report and noted:

    ·           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.