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Sustainable Growth and Inclusive Opportunity

A Draft Strategy for the London Borough of Lambeth

Monday 2nd July 2019 Draft v1.1

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Table of contents

Table of contents 2

Foreword 3

1 Part One – the Narrative 5

1.1 Introduction 6

1.2 Building Growth and Resilience 8

1.3 Sustainable Growth 9 1.3.1 Enterprise and Investment 9 1.3.2 Affordable Homes 10 1.3.3 Transport & Connectivity 12

1.4 Inclusive Opportunity 13 1.4.1 Employment and Earnings 13 1.4.2 Skills and Training 15 1.4.3 Our Places & Neighbourhoods 16

1.5 Shared Endeavour 18

1.6 The Next Steps 20

2 Part Two – The Action Plan 22

2.1 Enterprise and Investment 23

2.2 Affordable Housing 28

2.3 Transport & Connectivity 33

2.4 Employment and Earnings 37

2.5 Skills and Training 42

2.6 Our Places and Neighbourhoods 46

3 APPENDIX 50

3.1 Population Change Error! Bookmark not defined.

3.2 Growth Distribution & Pipeline Error! Bookmark not defined.

3.3 Financial impact of Growth. Error! Bookmark not defined.

3.4 Housing Tenure and Affordability Error! Bookmark not defined.

3.5 Business Growth & Sectors Error! Bookmark not defined.

3.6 Employment & Unemployment Error! Bookmark not defined.

3.7 Skills & Wages Error! Bookmark not defined.

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Foreword Cllr Matthew Bennett, Cabinet Member for Planning, Investment & New Homes

Cllr Jacqui Dyer, Cabinet Member for Jobs & Skills

We live in a special place. Lambeth is proudly diverse, ambitious and outward looking, driven by its creative and committed communities and open to the vast array of opportunities that its place at the heart of a global city provides.

In the last decade, Lambeth has experienced significant growth, as the London economy has surged ahead. Despite the large number of businesses and jobs now in the borough, this new investment has not always touched the lives of many of the people who call Lambeth home.

While new investment has seen a surge of opportunity for some of our residents, too many have felt like outsiders looking in on prosperity that they are unable to share. While inward investment in London has skyrocketed, our residents have faced austerity and benefit cuts at an unprecedented pace.

London’s economy has soared ahead but thousands of children in Lambeth are rooted in poverty.

Growth in Lambeth means nothing if it sits alongside inequality and disadvantage at a level that should shame our society. We are clear that the growth alone is not enough. Growth must be the means for

driving change in our communities, not an end in itself.

Yet we know that growth provides a means by which we can deliver fundamental and lasting change to improve the lives of our residents. Harnessing the opportunities of our borough to capture new sources of income that enables us to tackle inequality is at the centre of our ambitions for Lambeth.

Growth is not an optional extra – it is how we fund the high-class public services that our residents deserve and how we tackle the inequalities that blight their lives.

Devolution of business rates and continued cuts from central government mean funding local services must increasingly come from generating more income from businesses and development. That is a unique opportunity to focus on growing our local economy in a way that drives benefits to local people and delivers sustainable investment, good jobs for local people and genuinely affordable housing.

The investment and growth that we secure today will fund services tomorrow. The decisions made by the Planning Applications Committee don’t just shape our built environment, but our ability to

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spend on local public services in the future.

At the centre of our vision is shared endeavour and shared prosperity for the common good: where businesses, public bodies and communities work together to support enterprise, invest in skills and innovate, but where these same stakeholders also benefit fairly from the wealth and the opportunities that are created.

And tackling inequality means more than just assuming that growth in our borough will be equally shared if we allow the market to do its work. That economic model is rightly broken and discredited.

Our commitment is to directly intervene to help those who have been left behind. We need to break down the barriers that prevent some of our communities from prospering. This means investing in learning and skills, tackling poor housing conditions and working on health and well-being, including mental health, to give our residents greater resilience and independence and enable everyone to fulfil their potential.

Some will argue that the council should oppose growth in our borough, rejecting new homes, jobs and investment to maintain the status quo. We are clear that

to do so would be to leave thousands of our residents trapped without access to the opportunities they deserve. It is an approach we absolutely reject.

Harnessing growth to fund public services and tackle inequality, while working with our communities and delivering our significant ambitions to tackle climate change, is an extremely difficult task – yet it is the right choice to build a better borough. Only by delivering inclusive growth can we reinvest in communities hammered by austerity and deliver the lasting change that our residents deserve.

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1 Part One – the Narrative

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1.1 Introduction

Lambeth is special. Its history, its people and its location in London have all contributed to making the borough one of the most exciting, distinctive and globally connected communities in the UK. We have many advantages that are firmly grounded in the diversity of our residents and the quality of our environment that help to explain why Lambeth has one of the fastest rising working age populations in the Capital.

Lambeth offers a cost-effective base for a growing number of national and international business and charity headquarters, attracted by the relative affordability for a central London location and a labour force where nearly two thirds are qualified to level 4 and above. The borough offers a mixture of historic town centres, neighbourhoods, open spaces and facilities that contribute to the quality of life for local people.

Lambeth makes a significant contribution to the success of the Capital. We are an important part of the London economy, with key emerging sectors such as digital, creative and media alongside world-class health research and development cluster. Brixton is a unique and extraordinary

place, inextricably linked with the Windrush heritage and home to a vibrant community and cultural scene that includes the Black Cultural Archives, the Academy, Brixton Library and the Ovalhouse Theatre - soon to be housed in a brand-new building. We have world renowned cultural facilities on the South Bank at Waterloo that bring thousands of visitors to the borough each year.

Since 2010, we have focused our efforts on growth as a means to secure shared prosperity for Lambeth’s residents and businesses. Over the last decade the value of our economy has grown by some £500 million, increasing the number of businesses by 50 per cent and the number of jobs by 21 per cent. We have also secured a major boost in housing, with some 7,000 new homes built.

Our success has created real opportunities for Lambeth, but it has also underlined our responsibility to ensure that the benefits of growth are shared, as reported in the Council’s Equalities Commission report in 2017. Additional income from growth must be used to invest in good public services, in high quality and affordable housing, in an efficient local transport system, in improved learning and skills, in accessible community facilities and in support for those at a disadvantage in the labour

market to enable everyone to realise their potential within our growing economy. We need to ensure that growth does not change our vital and distinctive character or by-pass the people that make Lambeth a special place.

We also have a wider responsibility as global citizens to ensure that growth is sustainable. In January 2019, alongside a number of other UK Councils and Cities and Municipalities around the World, Lambeth Council declared a Climate Change Emergency. In accordance with this declaration, the Council is committed to working towards the United Nations’ Sustainable Development Goals to reduce waste, reduce water consumption, and have more energy efficient homes, wherever possible. We recognise that there are often tensions between economic growth and our ambition to share benefits across Lambeth’s communities. So, we will continue to work with the GLA, with other London boroughs, with businesses and the community to invest and make decisions that balance sustainable growth and inclusive opportunities.

At the heart of delivering sustainable and inclusive growth is shared endeavour; our commonly held principles that we are all stakeholders in the future success of Lambeth. This is about Lambeth’s

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contribution to making London an exemplar among world cities, such as through the Mayor’s ‘Smarter London Together’ goals on innovation. It is also about working locally, to build strong partnership across the public and community sectors; to remove the barriers holding back young people and adults from achieving their goals; and protecting our environment and vital local centres.

To organise the delivery of the growth strategy, we have defined six themes that reflect our priorities to realise sustainable growth and inclusive opportunities. These are shown in figure 1 below and are then explained in the following sections with details about delivery contained in the Action Plan in part two.

Figure 1: Resilient Lambeth – Our Priorities

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1.2 Building Growth and Resilience

Growth is not a goal for its own sake. A key objective for the Council is greater resilience for our communities. We still have pockets of high deprivation, multiple disadvantage and discrimination and we need sustainable growth and inclusive opportunity to tackle the social and economic inequality in the borough.

An important part of our approach is exploiting the connections between our themes. This recognises that for Lambeth to be a prosperous and resilient place, we need to look at the whole picture and at how our actions link together and how they impact on the disadvantaged and vulnerable communities. We know that positive impacts from skills training is affected by the quality of transport and digital networks that enable people and businesses to be mobile in the economy. We know that strong communities are created where there is affordable housing with secure tenancies and high-quality places and neighbourhoods. We know that improved employment is possible where new businesses invest and grow. To fully benefit from our successes, we need to be smart in creating the right environment for growth and the right connections that

capture benefits for local residents and businesses.

Added to this, is a financial imperative for growth simply to fund our core services. The combined effect of financial cuts alongside growing demand for services and the rising expectations of service users all require a radical change to the way the Council funds its services. To afford to provide housing, jobs and infrastructure for growth, we need to capture income from business rates, from commercial development and from the construction of private sector housing. We have the benefit of a strong pipeline of developments over the next 10 years that include major business and residential growth. This income from growth will generate significant new resources for the Council to reinvest in delivering improved services, sustainable growth and inclusive opportunities.

While we expect there to be a gap between our income and the money we need to spend, using the financial gains from growth enables us to invest in communities and to break a cycle of inequality and poverty affecting a significant minority of Lambeth’s residents.

Case Study: Local Plan

The Lambeth Local Plan is undergoing a review to bring it up to date with national planning policy and guidance and to complement the emerging new London Plan and neighbourhood development plans as they come forward. The Local Plan is central to delivering the council’s Borough Plan priority objectives, achieving the recommendations of the Lambeth Equalities Commission, improving public health, and mitigating and adapting to climate change. An up-to-date Local Plan will give the Council the policy basis to achieve sustainable development, promote inclusive growth that delivers for all, secure appropriate infrastructure to support that growth, manage any impacts arising, and create strong, successful places and neighbourhoods. The new Local Plan supports the ambitious approach in the Mayor’s new London Plan on many areas of policy including affordable housing, affordable workspace, healthy streets, air quality, urban greening and zero carbon homes. It includes a strong emphasis on inclusive economic growth in Lambeth alongside more genuinely affordable housing. The review is well-advanced, with examination and adoption anticipated by the end of 2020.

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1.3 Sustainable Growth

We aim to deliver sustainable growth in Lambeth by creating the physical conditions for new investment, for new affordable homes and for improved transport and digital connectivity. These provided the foundation to realise inclusive opportunities for residents and businesses.

1.3.1 Enterprise and Investment

Our vision is of a private sector, working alongside the public, community and charitable sectors, that generates good jobs for local residents, creates wealth and investment and, in key areas, is at the leading edge of innovation. As the Council’s Equalities Commission report noted, 20% of local employees are paid under the London Living Wage. Our goal is for an economy that not only supports the London Living Wage, but also provides a diverse range of opportunities for career progression.

We will continue to promote Lambeth nationally and internationally as the best place for business investment. Building on our skilled labour force, our place in central London, our quality environment and our vibrant communities we will extend the Lambeth Now brand to attract investment in the key sectors including

digital, creative and media, health and care, hospitality and leisure and green businesses. We will also work with partners to support a specialist med-tech cluster based on the world class research and development work undertaken by Guys and St Thomas’s Trust and Kings College.

To secure high growth investment we will We will identify how we can use our land and property assets to strengthen business activity and investment working with London & Partners and neighbouring boroughs. There is a natural focus on the key Central Activities Zone locations of South Bank and Waterloo and Vauxhall, but we will also use business growth to support our town centres and neighbourhoods to realise the huge potential across all of Lambeth’s diverse communities.

Lambeth already has one of the highest business start-up rates in London and we intend to build on local entrepreneurship to encourage new businesses to innovate and to thrive. We will work with banks, commercial landlords and with the London Growth Hub to strengthen the business support ecosystem in Lambeth. We will also develop sector specific responses that accelerate the performance of key sectors, in particular the cultural and digital industries. In this sector and others, we

will connect enterprise and learning to establish pathways for young people into careers that allow them to express their creativity and imagination.

Creating a range of spaces for businesses is vital to our growth. We will use our planning powers to ensure low cost workspaces are provided as part of major new commercial development. The Council has led the way with the Business Hub in the Town Hall in Brixton, and we are introducing a planning policy requirement for affordable workspace as a proportion of all new commercial development

We can only achieve real impact where business and public sector partners work together. We will strengthen partnership and collaboration with businesses through our successful Business Improvement District network active in seven centres across the borough. We will also work to capture more local benefit from business to business supply and purchasing in the borough.

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Case Study: Elizabeth House

HB Reavis have submitted a planning application for the redevelopment of Elizabeth House in Waterloo. Demolition of the existing buildings will make way for up to 150,000sqm of office floorspace and 10,000sqm of flexible ground floorspace within new public realm, creating pedestrian routes and a new footbridge into Waterloo Station. Affordable workspace will be developed as part of the scheme as will a new shopping offer at the ground floor complimenting the refurbishment of the former channel tunnel rail link by LCR.

Case Study: International House International House is one of London’s largest affordable workspace projects. When the council vacated this 11 storey office building in the heart of Brixton, a competition was launched to find a workspace operator to transform the building into a creative and technology industry focussed enterprise space. 3Space, a workspace specialist, have taken a 5 year lease from the council to manage the building. In the space of a few months the building has been transformed and is now fully occupied by a mixture of new and growing business, social enterprises and charities. 3Space operates a

‘BuyGiveWork’ concept, which gives space away to not for profit enterprises for every space paid for by commercial businesses. Brixton Pound, We Rise, Brixton Design Trail and Library of Things are just some of the local non-profits already signed up. A Youth Entrepreneurship Hub has also opened, with Business Launchpad providing support for 16-30 year-old entrepreneurs. Turner Prize winners, Assemble, are set to open ‘The Fabric Floor’, a textile-focused studio working alongside Central Saint Martins, London College of Fashion and other partners. Other tenants to join include high-growth tech start-up Resi, and Amazing Productions – producers of household name TV shows. The project creates space for 850 jobs in the heart of Brixton.

1.3.2 Affordable Homes

Access to good quality, safe, secure and affordable homes is a fundamental building block of prosperity. Securing an increasing supply of affordable homes is a key aim of the Council’s Local Plan to capture the benefits of growth in the borough. Our approach is not just about quantity of new homes, but genuine affordability that reverses the trend of residents becoming trapped in expensive, insecure and often poor-quality homes or moving out of Lambeth and London to find homes they can afford. This adversely affects family wellbeing and is a driver of in-work poverty. Our aim is to create mixed and inclusive communities that provide quality homes for people at all stages of life.

Prioritising residents furthest from accessing private market housing, we will use our planning powers and our financial powers to secure as many genuinely affordable low cost rented homes as possible. We will do this through Council-led development using Homes for Lambeth, a Wholly Owned Company set up for the express purpose of maximising delivery of affordable housing. Affordable housing has to be subsidised; we will continue to lobby for higher levels of grant to build social housing, but we will also use cross subsidy from market housing to boost the number of new homes for social rent.

Homes for Lambeth gives the Council greater control over the type of affordable housing built in the borough, and the ability to ensure the highest standards of sustainable design, with

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appropriate community facilities built into developments and a robust, inclusive approach to long-term management and stewardship. We will enforce these standards through local regulation to reduce the carbon impact of housing. Homes for Lambeth is involving local resident groups in the early design work for the estates, many of which have waited years for investment. A responsible approach can also be taken to decanting and rehousing, ensuring that the lives of local families are not disrupted.

Additionally, we will also work in partnership with the Developing Registered Providers operating in the borough, and we will strengthen our partnering arrangements to maximise the activity of these providers. This will be about reducing risk associated with new development, but alongside Homes for Lambeth capturing opportunities for local labour and training for residents and careers in well paid jobs.

We will work with private sector partners and, in due course, with Homes for Lambeth to ensure a ready supply of secure, quality homes at London Living Rent levels. We will encourage development by emerging private institutional landlords who seek to invest in homes for the long-term and manage them on ethical principles that recognise the importance of tenure security to prosperity, growth and opportunity.

Case Study: Lollard Street

The Lollard Street scheme is within the existing Ethelred estate in Kennington, located on the corner of Lollard St and Kennington Road, between the three ‘Point’ towers (Elkington, Brittany and Ward).

We had the opportunity to enhance the area, improving the routes through the development and providing outdoor spaces to play and relax. New facilities include a community nursery, outdoor play area and 70 homes at council-level rent, with 12 one- and two-bedroom apartments and 7 four bedroom townhouses for sale. In April 2019 the residents started to move in, making them the first Homes for Lambeth tenants.

Braeburn Estates funded the development and carried out the building work for Homes for Lambeth. Lollard Street was built as part of the Southbank Place project, which includes up to 900 new homes in Waterloo.

Case Study: Clapham Park

Clapham Park is residential-led mixed use regeneration of approximately 36 hectares of the Clapham Park Estate undertaken by Metropolitan. This is delivering the vision of local residents and community stakeholders for the provision of high quality and affordable homes, set within healthy, inclusive and sustainable neighbourhoods. The masterplan also includes improved retail shopping facilities, additional employment and investment opportunities through new workspaces and offices, a network of open spaces and sports facilities, cleaner and safer streets, better transport and improved public realm, good schools, and a range of community facilities and other social/health infrastructure.

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1.3.3 Transport & Connectivity

Successful places are reliant upon good transport to support communities in their daily lives. We know that good public transport and infrastructure underpins investment decisions and can help remove some of the barriers for residents to access areas of opportunity. Recent investment in Waterloo Station and the delivery of the Northern Line Extension demonstrate how vital connectivity is to growth. Expansion of the night tube in the borough has benefited shift workers, the creative and hospitality sectors and the night time economy. Moreover, improvements in public transport and in walking and cycling routes to create “liveable streets” are essential to reducing emissions, and in turn to reducing carbon to address climate change. We are already succeeding in this respect – 4 out of 5 journeys in the borough are made by public transport or “soft” modes – walking and cycling.

The Borough’s infrastructure Delivery Plan describes the investment needed, not just in transport improvements, but also in public realm, education, health, green spaces and community activities, sports and leisure, emergency services, utilities, waste and digital infrastructure. High quality public realm will enhance our town centres and make them more attractive

places to spend time and support the local economy. We will seek to enhance and improve all of this in step with growth that is taking place.

Sustainable growth depends upon further traffic reduction and therefore modal switch taking place. We will work with transport providers to improve transport infrastructure throughout the borough, with a particular focus on public transport including improved rail, underground and bus capacity, and on improving cycling and walking. We have to do more to reduce the volume of traffic that originates outside the borough. We support the Mayor of London’s proposal to take over the running of metro lines to deliver more frequent and reliable rail services in the south of the borough.

These measures are crucial if we are to improve air quality and create healthier lifestyles. We will take care to design our streets to make them as “liveable” as possible. Traffic reduction is key to this. Where car travel is essential, we will support early switch to electric vehicles and pursue electric charging facilities, car clubs and the use of low emission delivery vehicles.

We will require investors to take advantage of service centre hubs, outside residential neighbourhoods and if possible,

the Borough, so that we can reduce the numbers of large heavy goods vehicles on our roads. We will seek to minimise waste production and support recycling initiatives that achieve the same.

As we build new homes, we will improve the facilities needed to enhance our neighbourhoods. New development should be as accessible as possible and should help residents to travel easily and sustainably to the places where they work, learn and relax. We will continue to pursue infrastructure improvements, and we will seek ensure that growth is as sustainable as possible by promoting residential and employment clusters close to the borough’s transport hubs.

Connectivity is not just physical; we will also seek to improve digital technology through the Council’s own strategies for residents and businesses and with our partners who will be investing in the Borough. This will be critical to driving up business productivity and employment. Better digital connectivity also helps to reduce the need for travel, and this also contributes to carbon reduction and to increasing local patterns of expenditure to support our high streets and town centres.

The delivery of infrastructure will be challenging as we know that costs far exceed the income from development and

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grants that we will receive. We will seek to make better use of the building and infrastructure that we already have and prioritise infrastructure investment through CIL investment and Section 106 contributions. We also need to ensure that the environment is well maintained, so in planning infrastructure improvement we will also plan for future management and maintenance regimes and expect others to do the same by looking after their investments.

Case Study: The Transport Strategy

Transport is fundamental to the life of a Londoner and impacts all aspects of our lives from where we choose to live, work and study to our health and the air we breathe. In Lambeth, we face significant challenges and opportunities to make sure that the transport network works for all of us. We aim to ensure that our transport system is accessible to all, allows us to make choices and lead healthier lives. Inclusiveness, tackling inequality and cleaning up our air are at the heart of our Strategy. Furthermore, through supporting sustainable transport and through reducing carbon emissions, the strategy will be a key tool in the borough’s approach to tackling climate change.

Our vision is that our transport network is inclusive and has a positive impact on quality of life, helping us deliver more homes and jobs and ensuring long term sustainability. We prioritise walking and cycling and a high quality environment and our transport network is accessible to everyone. People want to live and work here because we focus on people, not traffic, and create better places for all to enjoy.

1.4 Inclusive Opportunity

We aim to deliver inclusive opportunity in Lambeth, by increasing the number and quality of jobs available to local residents and improving the learning and skills system. Targeting those furthest from or most vulnerable in the labour market, will connect growth and opportunity and invest in the success of our local neighbourhood centres.

1.4.1 Employment and Earnings

High employment rates, where residents have access to good quality and well-paid jobs is a key indicator of inclusive growth. In Lambeth we have a complex set of issues where our high employment rate disguises fundamental problems of too many residents reliant on low-paid and precarious jobs; a high proportion of residents travelling out of the borough to find work; and sections of the community that face long-term exclusion from the labour market.

While London has a buoyant jobs market, there are significant sections of Lambeth’s community that are excluded from opportunities and experience long term unemployment due to discrimination against Black Caribbean, Black African and Portuguese communities, disability, health or the affordability of childcare or

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travel. This includes promoting funded childcare that is available for two- and three-year olds and encouraging a range of childcare options for school age children. We will continue to target support for people with barriers to work, to help build confidence and work readiness. We will also encourage strong social networks in communities to address issues of isolation and mutual support for childcare. We will fund specialist community providers to tailor assistance and address barriers to employment, working at a neighbourhood level.

There are also many Lambeth residents that struggle with in-work poverty and debt which has an invidious impact on the wellbeing of families. We will work with partners to identify those people at risk from changes in the London labour market to offer welfare services that provide individual advice to support to assist residents to break cycles of low pay and indebtedness.

With significant jobs growth within the borough and strong relationships with public and private sector employers, we aim to capture more work opportunities for local residents. Building on the success of Opportunity Lambeth we will encourage employers to use this as a primary means of recruitment and work with local residents to prepare them for the jobs

coming available. We have already published (in 2018) a Supplementary Planning Document on Employment & Skills to guide developers, and we will build on this good practice. Through improving our knowledge of employer demand, we can tailor pre-employment support arrangements and package recruitment for new developments and investors into the borough; increasing positive impact on residents.

We will work with the public and private sector in Lambeth to reduce precarious forms of work, by encouraging adoption of the London Living Wage, good contract conditions and stable employment. We will do this directly through our contracts with public sector suppliers and by working in partnership with business networks in the borough. Improving labour market conditions is vitally important for Lambeth’s residents, but is also vital for employers at a time when Brexit is likely to increase competition for skilled workers within the London economy.

Case Study: Construction Academy

We are working in partnership with Transport for London (TfL) and local developers to deliver construction training to local residents. A physical training hub will be established at Somerleyton Road, one of the Homes for Lambeth sites. The Hub will be a central point to coordinate employment and skills initiatives, engage residents and join-up the outreach programmes currently in place. It will provide access to construction tasters and practical hands-on learning. It will also be a Hub where residents and students can come to learn about construction careers and the varied work opportunities that are available in Lambeth and across TfL’s house building programme. Locating the hub at Somerleyton Road will contribute to ensuring local residents can benefit practically from the regeneration taking place through the opportunity to access quality training and qualifications.

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1.4.2 Skills and Training

Good quality skills are vital for a productive and growing economy and they also form the currency for individuals to access employment. Lambeth faces particular challenges of a polarisation of skills where nearly two thirds of residents have degree level qualifications while one in ten have level 1 or no qualifications. Within this there are stark differences with residents from Black Caribbean and Black African communities, people over the age of 50, white working-class men and women returning to work having disproportionately low skills and vulnerable to long term worklessness. At the same time the London labour market is changing, with digital skills being in high demand and a hollowing out of high-volume administrative roles in finance and business services.

In order to respond to local need and gear the skills system to meet current and future employer demand, we will work with London partners including the GLA, to develop a Skills and Employment Strategy for Lambeth. This will be developed and co-produced with employers, education and training organisations and with communities to improve the responsiveness and impact of provision.

Central to the strategy will a clear focus on raising adult skills. We will combine targeted community education to engage residents in learning and employer support to increase the level of in-work and vocational training. Particular emphasis will be on achieving a significant increase in the take up of apprenticeship funded provision – securing jobs and training for local residents. We will work with colleges, universities and community-based providers to boost the volume and relevance of vocational training, linking learning to key sectoral growth opportunities in the borough.

Ensuring that young people are able to make an effective transition from school to training and into work is vitally important for the cohesion of the borough and for the development of the labour market. Across Lambeth there are huge differences in educational attainment and the ability of some young people to take their first steps into adult life; to attain qualifications; and to access career entry jobs. We will ensure a clear focus on the vital 14 – 25 year-old transition period to create supported pathways that enable young people to pursue their career goals and to flourish in the London labour market.

We will take a combined approach of providing targeted support and mentoring for those young people most at risk of

exclusion and working with employers to create more entry level, apprenticeship and training posts. The Council will work with schools and with partner organisations such as Black Thrive Partnership to diversify the curriculum offer in schools and provide additional support to young people at risk of exclusion or NEET – working with families and raising aspirations at home. We recognise the special responsibilities of the council and our partners to safeguard and support vulnerable residents to enable them to realise their full potential through work, learning and social activity. This includes young people leaving care who face many additional challenges to building adult lives.

Raising expectations, providing opportunities for young people to have diverse experiences that open up their horizons and engaging employers to provide work experience can all be effective strategies to changing life courses. There are growing opportunities to connect employers with education and to create vocational routes for 14 – 19-year olds that not only provide a strong connection between education and the skills needed in the labour market, but can also be a way to provide an offer to young people less suited to academic study.

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Case Study: Steps to Success

Steps to Success is a programme which supports young adults, aged 16-26, who have left the care system, to find and sustain employment. The programme is funded by a partnership of the council and DWP and delivered by a local charity, the Drive Forward Foundation. Drive Forward provide personalised support to build individuals’ confidence, skills, tools and professional networks so that they can achieve the self-worth attached to finding meaningful employment.

When Akira met Heaven, an Employment Consultant at Drive Forward Foundation, at a career's fair earlier this year, the 22-year old had recently lost her foster mum, quit university and was struggling to get back on track. Akira is the oldest of four siblings and went into care at the age of nine.

With a keen interest in the arts, fashion and design, Akira had previously accomplished a level 3 in fashion and design. When Heaven first suggested an opportunity with a corporate partner, Akira was sceptical. She had gone for jobs before, but had unfortunately received lots of rejections, which made her wonder whether this time things would be different.

Fortunately, Akira impressed in her interview and ended up completing a two-week internship before being offered a full-time position. Now, Akira is a Junior Design Manager at Module Media Studios in the City.

In addition to having gained a job with prospects of progression, Akira has found an employer who understands the struggles she has gone through.

Case Study: Adult Learning Pre-employment Training Programme

Sisters Callet and Mercia, and Mercia’s daughter Levincia Lewis, all secured jobs following pre-employment training run by Lambeth Adult Learning. Mercia and Callet improved their skills and gained qualifications in English, Maths and IT at MI ComputSolutions in Brixton before progressing to pre-employment training. This three-week training programme is run in partnership with an employer and offers intensive support and a guaranteed interview for Support Work. The Lewises all completed specialist training and made excellent progress in work. “Callet is doing really well…she has learnt so much and has successfully completed her care certificate. Callet is a really good staff member to have and we need more of her! (Independence Homes Manager)

1.4.3 Our Places & Neighbourhoods

Creating inclusive opportunity is about our important places as well as people and businesses in the borough. Reinvesting income from growth to improve our parks, open spaces, public realm, schools and health provision can make a vital contribution to the wellbeing of families and quality of life. Using our legal powers to ensure investment in places and environments is an important responsibility for the Council and provides a means to ensure that the benefits of growth are distributed across Lambeth in areas of the greatest need.

Our town centres and high streets serve significant residential communities which depend up on good access to a range of community facilities, local services and shopping. In addition to our town centres we have a number of key neighbourhood hubs which form critical local focal points – providing access to community services, public transport, key open spaces and play areas.

Some of our local centres are under pressure. Changing consumer habits, competition from online retailers and supermarkets combined with high costs of retail rents and business rates have steadily undermined the viability of some town centres, over the last decade. This has caused the loss of essential local facilities for many communities in the borough. The effects of this are social as well as economic. Ensuring equality of access to health education and community services is essential to tackling exclusion, narrowing the poverty

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gap, and promoting prosperity and social cohesion.

Where appropriate we will look at co-locating local education and public services as a way to rationalise land holdings and to simplify and connect local service providers. Where town centres are suffering from falling activity, we will intervene to support flexible uses on the periphery to enable new business space, community, leisure and residential spaces to be created, so that these town centres remain vibrant and attractive shopping and leisure locations

Through our transport plans we will improve the accessibility of local centres by public transport, cycle and walking; and we will also improve the digital connectivity of town centres.

A locally focused approach is more likely to find the new ideas we need to transform the function of our high streets and town centres. We will work with local traders and BIDs, landlords and service providers to diversify the activity of town centres to create new uses, workspaces and community venues.

We will continue to support provide support for our street markets, local festivals and cultural events to help with the animation and attractiveness of local centres and to spread the benefits of the visitor economy to the many historic places and vibrant communities that make up the borough.

Case Study: Brixton Liveable Neighbourhood

Brixton Liveable Neighbourhood aims to realise the great potential Brixton has for walking and cycling, making a significant contribution to the Mayor’s ambitious objectives for sustainable, healthy streets, which the council shares. It aims to tackle the town centre’s air quality and traffic congestion issues and support the growth in jobs and homes planned for the area. The transformation of Atlantic Road in Brixton town centre is a central ambition, complemented with proposals to create ‘low traffic neighbourhoods’ in adjacent residential areas, reaching into areas of deprivation and linking communities together. Benefits to the wider area will be realised through the delivery of strategically important ‘healthy routes’ that converge in the town centre, serving both local trips and the wider sub-region. Brixton Liveable Neighbourhood is the cornerstone of the new Transport Strategy.

Case Study: 198 CAL

A centre for visual arts, education and creative enterprise, 198 CAL’s mission is to nurture and support the career of emerging, underrepresented artists and to advance public interest in the visual arts. Working in partnership with Raw Material Music and Media, Photofusion and Hatch Enterprises, 198 CAL successfully raised £475,000 from the Mayor of London’s Good Growth Fund, towards their £1.1m target to redevelop their current site in Herne Hill, tripling the current space available. Additional grant funding is being provided to the project through the South London Innovation Corridor programme and through a Social Value fund available through the council’s contract with Capita. Across three floors, the new building will provide exhibition and community space, a floor dedicated to creative skills, education and enterprise under the ‘Factory’ banner and new studio space for creative industry start-ups and freelancers. 198 CAL’s work is framed by local communities and the history of the Brixton uprisings. It was recently granted National Portfolio Status by Arts Council England which guarantees the core artist programme for at least the next four years and is a key partner on the EVEVATE initiative.

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1.5 Shared Endeavour

Better outcomes for communities, individuals and for the environment in which we all live cannot be achieved by the Council working in isolation. Sustainable growth and inclusive opportunity are “whole community” goals that will require a shared endeavour. In part, this is a financial necessity. Very little of the Council’s core revenue funding is spent on securing regeneration or economic inclusion programmes, and the amount the Council is able to borrow to fund major infrastructure investment or new affordable housing is limited.

Amongst our partners, there are some key groups with whom we work on an ongoing basis to develop effective programmes for change and to secure the investment and funding to deliver them. The Mayor and the Greater London Authority “family” of organisations (Transport for London, the Local Economic Action Partnership, London & Partners) are critical to shaping strategies that will achieve effective growth outcomes. The Council is committed to working closely with the Mayor on London’s strategic approach to ensure that our goals are aligned for the good of London as a whole, and to secure funding available through those agencies.

We also work closely with partners in London’s sub-regions to develop more tailored programmes. Lambeth is part of the central London grouping of boroughs, Central London Forward, recognising that key parts of the borough such as Waterloo and Vauxhall are crucial to the future success of London as a global city. We also have a close working relationship with our neighbouring South London Boroughs; developing strong business growth strategies with Lewisham, Southwark and Wandsworth and using these to develop inclusive employment programmes and stimulate key economic sectors such as Creative, Media and Digital.

Businesses in the borough are another key group of partners with which the Council has a track record of close working. We are proud of our seven Business Improvement Districts (BIDs) who promote the interests of small business in our key district and neighbourhood centres and in key emerging localities such as Vauxhall. The South Bank Employers Group (SBEG) and the Vauxhall Nine Elms partnership play a key role in supporting the cluster of existing employers, major investors and the cultural institutions in the North of the Borough. We will work with these and similar organisations to support employers in key objectives, such as developing the

skills of our residents and delivering the London Living Wage.

The wide variety of cultural institutions are themselves key partners with the Council in promoting the borough as a centre of creative excellence, rich cultural experience and a major player in London’s visitor and tourism economy. We will continue to work with them to ensure that the physical infrastructure of the borough serves their needs, and the skills of the local labour force is developed to ensure that different communities can participate fully in all areas of the cultural and visitor economy.

Future businesses are also critical to the borough’s future. We work closely with developers to ensure that there is a range of flexible and affordable business space; and where specialist accommodation is required, or targeted business clusters (such as the emerging med-tech cluster in Waterloo), we will use all the powers of partnership to give the borough the advantage it needs.

Our health partners – Guys and St Thomas’s, Kings University, South London and Maudsley mental health trust – are essential to our economic growth as well as to the health of our residents. As major employers they have the capacity to raise the skills and economic prosperity of

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residents, as pioneers in the knowledge economy they are critical to future innovation. We will seek to capitalise on the world leading research and development that is undertaken in these institutions through helping to provide the conditions for an `eco-system’ whereby new complementary businesses that both serve the hospitals and commercialise their innovations can be created.

Innovation and excellence also depend upon the borough’s educational providers to work together to raise educational attainment, address skills gaps and promote the research and development that will give our key economic sectors the competitive advantage they need, and our residents secure economic futures. Our schools, colleges, universities and the large range of specialist skills and training providers are all essential to our future and we need to strengthen our strategic partnerships in this area.

We are working with a range of partners to support local residents into well paid, secure employment. Jobcentre Plus are a key strategic partner, investing significant funds in employment support programmes. Lambeth's NHS Clinical Commissioning Group (CCG) and local charitable trusts, such as the Walcot Foundation, also invest in employment support and training. Lambeth benefits

from a number of voluntary and community sector organisations who deliver employment support, welfare advice and training.

In housing, the Council is the largest single landlord but achieving good quality, affordable homes for all residents in need will require the greatest shared endeavour of all. We have set up Homes for Lambeth to widen the Council’s own scope to deliver new affordable homes but a far greater proportion of our target delivery numbers will come from housing associations, private developers and new investors in the private rented sector and we are keen to encourage new players, large and small, to help one of London’s defining challenges.

Case Study: Black Thrive Partnership

Black Thrive works in partnership with community members, researchers, Public Health and a range of services providers driven to secure race equality in mental health care.

Black Thrive is a place-based approach anchored in the Collective Impact model with its underlying principle that no single action or organisation can solve an entrenched issue. It brings together all those with a stake in the problem to engage constructively and develop complementary initiatives.

The organisation does not seek to offer a specific, singular response to the inequalities existing in the experience by black communities. Instead, Black Thrive has focussed on creating a platform that engages all stakeholders, facilitates dialogue and leads to action in the many different places it will be required.

Whilst concerned with improvements needed to the experience of black communities in mental health services and the prevention agenda, Black Thrive is also focussing on the unique well-being needs of children and young people – including young people at risk of exclusion from schools. A shared measurement system is being developed with Lambeth’s Public Health to inform, monitor and help evaluate the actions taken by Black Thrive and its partners to improve outcomes.

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Case Study: Vauxhall Cultural Programme

A partnership between Vauxhall One BID and Lambeth Council has brought a programme of cultural events to Vauxhall. The programme aimed to change perceptions about events in the area and how people think of Vauxhall as a destination, provide more activity for local residents and people working nearby, and encourage new visitors to the area in the early evening and at weekends. The programme involved increasing the range and diversity of cultural programming in the area by facilitating regular free, fun and inclusive activities. These were developed by a cultural programmer and delivered in partnership with professional arts organisations, local partners, businesses and cultural institutions. Activities included Salsa classes and Summer Film Screenings, Bearpit Karaoke, Christmas choirs and Brilliant Vauxhall; a two day atmospheric exploration of light through the use of fire, light guided story-telling, interactive installations and light projection by some of the UK’s most respected outdoor arts organisations. The target number of visitors for the pilot year was 3,000. This was exceeded with total audiences of over 5,600, with many events being attended by local residents, visitors and the office community. Bearpit Karaoke and Brilliant Vauxhall were also successful through social media and press channels, increasing the profile of the programme significantly. Vauxhall One BID and Lambeth Council are continuing to work together to build on the successes of the programme.

1.6 The Next Steps

We have achieved a lot in recent years. We are already one of London’s most exciting growth boroughs. We have a relentless focus on equalities, scrutinising ourselves and holding ourselves and others accountable for demonstrating inclusivity in our programmes and interventions. We are committed to using our own assets and our own resources to promote real change and we are proud of our innovation, such as setting up a wholly owned company, so we can truly drive that change. We were one of the first councils in the country to declare a climate change emergency, and we have developed a radical programme to make the Council’s own activities carbon neutral by 2030.

But we know that there is still much to do, and as set out in the preceding section, it will require the shared endeavour of public sector agencies, private sector enterprise and investment, community and voluntary sector expertise and energy and the full engagement of our residents and businesses to achieve the sustainable growth and inclusive opportunity that we need.

We know that we have gaps in our knowledge and understanding. We have noted in the sections above that there are areas where we need more coherent

strategies – for example a cross sector skills strategy. We also need a better understanding of our own assets, physical and community, so that we can plan how to use them more effectively.

Our biggest gap is a lack of useful local data that can show us whether the actions and interventions we make are have the positive effects we seek and are benefiting those most in need in our communities. Over the next six to nine months we will be reviewing our approach to data and our capacity to analyse it. We will be working with key partners and stakeholders to share existing information and identify key areas where we need better quantitative and qualitative data, commissioning it where necessary. We will develop better measures of success – particularly focusing on measuring our success in enabling all our residents and communities to benefit from growth in the borough.

We have set out an Action Plan which captures what we are doing now and what we expect to do over the next five years to deliver the aims and objectives of our ambitions for Sustainable Growth and Inclusive Opportunity. This is a starting point. It needs greater involvement from our partners and stakeholders – and especially from Lambeth residents and businesses – to give us more ideas for change and the commitment and

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resources to achieve better, more inclusive outcomes and greater, more equal impacts from our programmes.

We expect that both the narrative and the action plan will be revised, following a period of intensive stakeholder engagement in the next six months. We are then committed to an annual review, to see what progress is being made and to alter or reprofile programmes and interventions as necessary to ensure that our growth is genuinely sustainable, and opportunities for our residents are genuinely inclusive. We will publish the findings, and the evidence. The Action Plan in the following section, and the evidence base in the Appendix, is the start of that journey.

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2 Part Two – The Action Plan

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2.1 Enterprise and Investment

Ambition: Lambeth has experienced substantial enterprise and investment growth in recent years, but still has significant untapped potential for growth. By 2025 Lambeth will playing a bigger role in the London economy, with a range of businesses, large and small (sectors such as MedTech and Creative & Digital Industries (CDI) being key to our local success. All our communities will have greater opportunity to establish and grow businesses in locations around the borough. Supporting enterprise within our disadvantaged communities is crucial and ensuring entrepreneurs and business owners from Black, Asian & Minority Ethnic (BAME) backgrounds get targeted support will be key to achieving our goals.

The growth of enterprise and investment we secure will deliver a diverse range of local employment opportunities. By 2030 we will be known as the key location for innovative new enterprise to set up and grow their business, fully benefiting our diverse communities with new and better paid jobs and drawing on the wealth of talent and creativity in the borough.

Levers: business support, business networks, promotional activity, land use policies, workspace provision, business rate policy

Partners: businesses, business networks, BIDS, developers, charitable and voluntary sector partners London First, London & Partners, Central London Forward, LEAP; workspace providers; housing associations

Measures: Quantum of commercial floorspace, volume of affordable workspace enabled, % BAME residents accessing affordable space through the council workspace projects; number of jobs, business rateable value tax base, rate of growth of target sectors, GVA, business starts, securing Inward Investment

What we have done already: Our BIDs programme started in 2011 with We are Waterloo, we now have 7 active BIDs. Our affordable workspace programme began in 2012 and has expanded year on year with projects such as Pop Brixton, International House, Granby Space, Tripod and Build Studios. We ensure that our workspace providers share our goals for inclusive growth – using Community Give-Back clauses; requiring tenants to pay Living Wage; and promoting spaces though networks that support priority groups (e.g. UK Black Tech), the creation of the Lambeth Now inward investment programme in 2016, the publication of our Creative & Digital Strategy in 2018, the successful start-up of the South London Innovation Corridor in 2019

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Growing and diversifying the borough’s workspace offer and business ecosystem

Planning & Transportation; Enterprise Jobs & Skills Enterprise, Jobs & Skills; Area Regeneration Enterprise, Jobs & Skills

Creating a robust and innovative policy framework that secures affordable workspace from major new development schemes Implementation of policy on key commercial development schemes Development of approved provider and priority VCS register Use of Council assets and funding programmes to develop a range of workspace including business incubation spaces, creative production spaces, VCS hubs, Co-working spaces

Adoption of Affordable Workspace SPD – December 2020 Affordable Workspace policy implemented on major schemes including Elizabeth House est. completed 2025Royal Street phase 1 occupied 2025 International House fully occupied (October 2019) Beehive Place workspace delivered 2021; Somerleyton road workspace delivered 2021; Old Vic Arts Hub Extension completed (2021); 198 CAL redeveloped (2020); Studio Voltaire extension completed (2021) Brixton Central SPD June 2020 Workspace delivered 2023

Core revenue Development finance (private investors) Core revenue funding Council capital funding; CIL, Good Growth Fund, SIP Council capital funding, Arts funding; Private sector Brixton CEZ; SIP

Overall quantum of space delivered No of jobs created Number of organisations benefiting Meanwhile uses establishes Quantum of workspace delivered Number of businesses assisted Number and proportion of businesses from BAME / disadvantaged groups N/A

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Enterprise, Jobs & Skills Enterprise, Jobs & Skills Area Regeneration

Marketing programmes targeted at priority groups to ensure take-up of affordable workspace from BAME and other underrepresented groups Underutilised spaces audit to identify opportunities for new workspaces in neighbourhood and estates, in partnership with housing associations Land Assembly and Targeted Acquisition to achieve intensification of industrial land Targeted enterprise support programmes to support disadvantaged communities

Targeted marketing programmes up and running in all live workspace projects (December 2019) Neighbourhood enterprise audit completed (August 2020) Chapel Road W Norwood acquisition 2020, delivery 2022 Launch the One Tech business support programme for underrepresented founders (April 2020) Launch the South London Innovation Corridor Grassroots Business Support programme (April 2020) Complete space improvements to GLOWS on the Tulse Hill Estate (September 2020) Pop-up business schools piloted on Lambeth estates (September 2020)

Core revenue; Housing Associations Council capital funding Private investment SIP; Capital Enterprise; WeWork SIP; Brixton CEZ SIP; Brixton CEZ Housing associations; SIP

Quantum of new industrial floorspace Quantum of new jobs Business rate uplift Number of residents from underrepresented groups starting and / or sustaining a business

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Promote and secure new Inward Investment

Enterprise, Jobs & Skills Enterprise, Jobs & Skills Enterprise, Jobs & Skills Enterprise, Jobs & Skills

Deliver the Lambeth ‘Now’s The Time’ events programme and online place marketing platform to prospective investors, developers and occupiers Communicate positive stories of inward investment within the borough Attract key investment from growth sectors Develop the pipeline of high value employers seeking space, and support them to locate in the borough

Lambeth Investment Tour and Event (November 2019); MIPIM (March 2020); London Real Estate Forum (June 2020); Launch the Lambeth Now newsletter (September 2019) London Tech Week, Lambeth events programme (June 2020) Full occupation of live workspace projects including Somerleyton Road and Beehive Place (2021)

Sponsorship; Council funding Sponsorship; Council funding Council funding

Brand awareness / perception analysis; audience figures Brand awareness / perception analysis; audience figures Brand awareness / perception analysis; audience figures Number of new businesses and jobs attracted to the borough through the Lambeth Now inward investment service

Strengthening Relationships and Collaboration with businesses

Enterprise, Jobs & Skills

Facilitate and host a new series of events that bring beneficial connections & collaboration between business and the VCS on priority topics (e.g. (e.g. Children looked after; Climate Change).

Commence the events programme (2019) BID renewal ballots: WeAreWaterloo and Station to

Core revenue; private sector sponsorship BIDs

Number of collaborations between VCS and business Successful re-ballot; Value of BID spend

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Enterprise, Jobs & Skills Enterprise, Jobs & Skills Enterprise, Jobs & Skills

Support and maintain our Business Improvement District network Work with our creative and technology industry and VCS sector on the Elevate programme to open up the creative workplace and tackle the lack of diversity in these sectors Work with our BIDs as co-investors in a new employment support and business recruitment model

Station (2021); Vauxhall One (2022); InStreatham (2023); Brixton, This is Clapham and South Bank (2024) Inaugural Elevate Week (July 2019); Year 2 Elevate programme co-designed and finalised for 2021 (December 2020) TBC

GLA; council; A New Direction; Cultural partner in kind match funding

Number of residents engaged (60% BAME); Number of work experience; training and employment opportunities generated (60% BAME) Jobs placed through Opportunity Lambeth

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2.2 Affordable Housing

Ambition: By 2025 Lambeth will playing a bigger role in the direct delivery of a larger amount and variety of affordable homes in the borough, with a range of providers. Our Wholly Owned Company, Homes for Lambeth, will have completed the renewal of estates at South Lambeth, Westbury and Knights Walk together with a number of small sites. The flagship at Somerleyton Road will be well underway, delivering not just new homes but a substantial new cultural and commercial offer and significantly enhanced public realm. We will also be working proactively with Developing Housing Associations to deliver more ambitious, modern housing schemes with a greater range of housing opportunities for residents of all ages and housing needs. We will be looking particularly at modern methods of construction to improve the affordability and sustainability of our new homes. Our work with private developers to secure additional affordable homes through the planning system will continue to underpin our contribution to solving London’s housing crisis and we will be achieving

better quality homes in terms of their design, energy efficiency and carbon footprint. By 2030 Homes for Lambeth will be delivering and managing some 2000 new homes and will be well on the way to achieving total transformation of Central Hill, Cressingham Gardens and Fenwick estates as well as additional site opportunities through acquisitions and partnerships.

Levers: Homes for Lambeth, public sector land supply, partnerships with developing RSLs, relationships with developers, planning policy and development management best practice.

Partners: GLA, Homes for Lambeth, RSLs, developers, Homes England, RAs/Pas, Design Review Panel

Measures: Overall housing target, affordable homes target, homes delivered by Homes for Lambeth, proportion of homes that meet sustainable code for homes level 4/ level 5, house prices/rents

to income ratios, homes in new forms of tenure e.g. private rented sector.

What we have done already: In the last five years 14,905 new homes have been delivered in Lambeth, which is 2000 more than our London Plan target, and of which over 25% are affordable. We have worked with Wandsworth Council and the GLA on Vauxhall Nine Elms Partnership, which is delivering 4000 new homes in Lambeth. The Council has completed redevelopment/renewal of Myatts Field North, and started major redevelopment of Clapham Park with Metropolitan, which will deliver 4080 homes when complete, 53% of which will be affordable. To date 700 homes have been refurbished and 500 new homes have been built. We have secured £20m of grant funding from the GLA to support our affordable housing programme and we have established and mobilised our Wholly Owned Company, Homes for Lambeth which has started on 5 sites and taken delivery of 70 new affordable homes at Lollard Street.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Maximising affordable homes through partnership

Housing Delivery Planning & Transportation Area Regeneration Area Regeneration

Establishing new relationships with RSLs and new affordable housing providers, self-builders and CLTs Site Allocation and Small Sites SPD development Use of Council assets to develop a range of new housing opportunities including PRS multi- generational living, self-build Land Assembly and Targeted Acquisition to assemble land for housing and mixed use development

Establish a Lambeth Affordable Housing Forum March 2020 March 2021 Larkhall redevelopment 2022 Olive Morris House redevelopment 2022 Brixton Central SPD June 2020 New homes delivered from 2023 Completion of site search March 2021.

Core revenue Core revenue funding Housing grant, council capital funding Private investment Core revenue funding

Nos of sites identified, proportion of affordable homes Number of new homes delivered Number/proportion of affordable homes delivered Proportion of homes delivered to sustainable homes code 4 / code 5 No of new sites identified

Building more and better affordable homes through HfL

Housing Delivery/Homes for Lambeth

Somerleyton Road

Review of Phase 2 complete 2019 Start on site Phase 2 Summer 2020 Completion Phase 2 by Spring 2023

Council GF capital funding, HIF, GLA housing grant

304 of new homes delivered 50% affordable homes delivered Proportion of homes delivered to sustainable homes code 4 / code 5

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Wider Somerleyton Road scheme (Fitch Court, Effra retail park) Small Sites Programme Estate Renewal Programme: Knights Walk South Lambeth Estate Westbury Fenwick

Scoping complete 2019 Land assembly strategy 2020 Planning permission 2021 Start on site 2022 Completion 2023 Scoping complete 2019 Planning permission 2020 Start on site 2021-23 Completions from 2022 Start on site 2019 Completions from 2021 Phase 1 start on site 2019 Completions from 2021 Phase 2 & 3 land assembly 2020 Phase 2 start on site 2022 Completions 2024 Phase 3 start on site 2025 Completions 2027 Phase 1 complete 2020 Phase 2 start on site 2020 Phase 2 complete 2024 Phase 1 start 2019 Phase 1 completion 2020

Council GF capital funding, GLA housing grant Council GF capital funding, GLA housing grant Council GF capital funding, GLA housing grant Council GF capital funding, GLA housing grant Council GF capital funding, GLA housing grant

Number of new homes to be determined 50% affordable Number of new homes to be determined 50% affordable homes 84 new affordable homes 332 new affordable homes 335 new affordable homes

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Future Programme of Estate Renewal

Housing Delivery/ Homes for Lambeth

Central Hill Cressingham Gardens

Scoping study 2019 Comprehensive programme of meanwhile works and accommodation start 2020 Phasing plan for major development to be agreed by March 2020 Scoping study 2019 Comprehensive programme of meanwhile works and accommodation start 2020 Phasing plan for major development to be agreed by March 2020

Council HRA capital funding Council GF capital funding, GLA housing grant Council capital funding, GLA housing grant

Across all Estates: Number of new homes delivered (tbc) Proportion of affordable homes delivered (tbc) Number of extra care homes delivered (tbc) Proportion of homes delivered to sustainable homes code 4 / code 5 Refurbished homes delivered (tbc)

Delivering a range of different housing options for local residents

Housing Delivery Homes for Lambeth RSLs Developers GLA TfL

Self-Build Register Register (unique data set) for private rented affordable homes Private Rented Sector homes

Adoption of register 2020 Development of unique data set 2022 OCCC Cornwall Road scheme planning permission granted 2020 Start on site 2021 Completion 2023 Montford Place Planning permission 2020 Start on site 2021 Completion 2023

Core funding Core funding Developer funded TfL / developer funded

Number of new homes delivered Number/proportion of affordable homes delivered, Number of extra care homes delivered Proportion of homes delivered to sustainable homes code 4 / code 5 Refurbished homes delivered (all measures scheme specific)

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Housing/Homes for Lambeth Planning & Transportation

Extra Care homes Key Worker Housing

Somerleyton Road Start on site 2020 Completion 2023 Shell Centre Block 3 Planning completed 2019 Occupation 2020

Council GF capital funding, GLA housing grant Developer funded

65 extra care homes delivered Number of key worker units delivered (tbc)

Design quality and sustainability

Planning & Transportation Housing Delivery Homes for Lambeth Developers RSLs

Robust Policy Framework Design Review Panel

New Local Plan policies adopted 2020 Carbon Reduction Strategy 2020 Small Sites SPD adopted 2022 Design Review Panel established 2019 Set targets for Design Review Panel Dec 2020

Core Funding Developer funded

Proportion delivered to sustainable homes code 4 / code 5 Proportion of homes achieving minimum score of 0.4 (for residential) under the London/Local Plan Urban Greening Factor (all measures scheme specific)

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2.3 Transport & Connectivity

Ambition: By 2025 Lambeth will be positioned to secure the maximum benefit from a re-organisation of local rail services to deliver reliable, efficient ‘turn up and go’ metro style services across the borough. We will have successfully levered investment in our stations, including capacity improvements and the provision of step free access wherever possible and secured bus service improvements. Traffic levels will have fallen across the borough and air quality will meet international standards. Many more people will choose to walk and cycle, with less traffic in residential neighbourhoods and the roll-out of a comprehensive network for walking and cycling. Investment in place-making will make Lambeth a safe, attractive and vibrant place to live, work and study and new transport services will bring people a wider range of sustainable travel options and access to services that work for them as well as protecting our environment. To complement improvements to physical connectivity, Lambeth’s Digital Strategy will provide a borough-wide infrastructure which

supports people, businesses and transport in being successful whilst improving the use of data so that we can better plan our response to its changing needs.

Levers: Lambeth Transport Strategy and Implementation Plan, Partnership working with TfL and industry stakeholders, neighbourhood approach to traffic reduction, parking and kerbside management, securing benefits from development, land use policies and Lambeth Digital & Customer Access Strategy.

Partners: Residents, businesses, amenity groups, business networks, developers, TfL, GLA, rail industry stakeholders, London boroughs, and digital infrastructure providers.

Measures: Proportion of trips made by sustainable modes, number of streets meeting cycling quality criteria, traffic levels and car ownership, air quality, delivery of strategic public realm projects and improvements to digital connectivity.

What we have done already: Proactive support for rail devolution and “metroisation” of local rail services. Major investments in public realm and highway improvements across the borough. Delivery of “quietways” and cycle priority schemes. Rollout of car clubs, bike hangars, electric vehicle charge points. Securing car free developments and related highway improvements.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Promoting convenient, accessible public transport infrastructure and services

Planning & Transportation, Area Regeneration

Adoption of Transport Strategy and publication of Implementation Plan Work with TfL and stakeholders to identify, develop and promote key rail improvement measures for Lambeth in support of the business case for rail devolution. Work with rail industry stakeholders to secure step free access at Lambeth stations. Work with TfL and stakeholders to identify and promote improvements to bus services in Lambeth.

Adoption / authorisation by Cabinet October 2019 Transport Strategy Implementation Plan Update October 2020 and ongoing By 2024 and ongoing Transport Strategy Implementation Plan Update October 2020 and ongoing.

Core revenue Core revenue DfT, TfL, CIL, Development finance Core revenue, TfL, Development finance

Adoption of Transport Strategy Publication of Lambeth rail priority strategy, investment in stations, station usage data Number of stations with SFA, reduction in journey time difference. Average bus speeds, bus stop accessibility, improved access to public transport (PTAL)

Reducing traffic and emissions and creating better places for all to enjoy Reducing traffic and emissions and creating better places for all to enjoy

Resident Services: Highways, Capital Programmes and Sustainability Planning & Transportation, Area Regeneration

Implementation of Liveable Neighbourhoods programme Implementation of Air Quality Action Plan Implementation of Local Implementation Plan 3 year delivery plan

Brixton Liveable Neighbourhood completed 2022 See AQAP By 2022 and ongoing

TfL, CIL, S106 TfL, S106

Increased mode share for walking, cycling and buses. Air quality improvements. Increased mode share for walking and cycling, reduction in collision rate, Air quality improvements.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES

Work with TfL to develop traffic demand management strategies Delivery of major public realm and highway improvement schemes (TfL) Work with businesses and freight industry to reduce servicing trips

Expanded Ultra Low Emissions Zone 2021 Vauxhall Cross, Waterloo City Hub, Lambeth Bridge South, Streatham Hill, Tulse Hill by 2025 Transport Strategy Implementation Plan Update October 2020 and ongoing

TfL, CIL, council capital TfL Core revenue TfL

No. of EV charging points. Air quality improvements. Reduction in collision rate, increased walking and cycling Decrease in LGV / HGV traffic volumes

Delivering the Healthy Route Network so more people can walk and cycle

Resident Services: Highways, Capital Programmes and Sustainability

Implementation of Low Traffic Neighbourhood programme Delivery of Cycle Future Route 15 (TfL) Delivery of strategic routes

First 3 neighbourhoods by 2022 and ongoing By 2024 By 2024 and ongoing

TfL, Development finance TfL TfL, CIL

Decrease in traffic volumes, increased walking and cycling, reduction in collision rates, air quality improvements.

Improving digital connectivity and shaping the future of transport services

Business and Resident Services

Enable and drive the development of a high-speed digital infrastructure by working with private sector partners and Government to recognise Lambeth as an ideal hotbed for digital adoption

Digital Strategy agreed by September 2019

Core revenue

TBC once Strategy Developed September 2019

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Resident Services: Highways, Capital Programmes and Sustainability Sustainable Growth & Opportunity: Planning, Transport & Development

Use and improve the borough’s digital infrastructure assets to offer free or low cost, and better connectivity options to community locations Champion digital enterprise and be a more business friendly borough helping SMEs and start-ups to grow in the digital economy Trials of ‘smart’ kerbside controls Digital fencing of areas where new transport services are permitted to operate. Developing more efficient approaches to traffic monitoring and modelling making use of 3rd party open source data Data sharing with freight industry to identify opportunities for sustainable servicing; promoting demand responsive transport public transport services and managing the impact of autonomous vehicles

Parking sensors and virtual loading bays by 2022 Dockless cycle hire operational by 2020 Transport Strategy Implementation Plan Update October 2020 (Low Traffic Neighbourhood analysis) Waterloo & Brixton sustainable servicing frameworks by 2022 Facilitate trials of demand responsive buses by 2024

TfL, parking revenue 3rd party Core revenue Core revenue Core revenue, 3rd party

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2.4 Employment and Earnings

Ambition: By 2025 employment levels for disadvantaged residents, especially BME residents, will be increased and long-term unemployment will reduce. Local employers will offer well paid, secure job opportunities with guaranteed minimum hours and Lambeth will be known for its employers offering fair wages and contact terms. The Council will lead by example by recruiting and retaining a diverse workforce, having clear career pathways through apprenticeship to management roles, investing in staff training and continuing to be a Living Wage accredited employer. By 2030 we will be known as a borough where employment outcomes are based on skills and ability, rather than people’s background.

Levers: employment support, employer engagement, outreach and engagement activities, employment and training planning obligations

Partners: employers, employment and training providers, Jobcentre Plus, council suppliers, developers, charitable and voluntary sector partners, neighbouring boroughs, Central London Forward

Measures: Employment levels, number of jobs, benefit claimant rates, number of Living Wage accredited employers

What we have done already: Council funded and delivered programmes have got hundreds of people into work over the last 10 years through employment support, jobs brokerage and securing employment and training obligations from major developments. For example, we have worked in partnership with Southwark and Lewisham Councils to deliver Pathways to Employment, providing personalised employment support to 1,254 unemployed residents, with 539 securing a job. We have been a Living Wage accredited employer since 2012, a Living Wage Friendly Funder since 2017 and accredited by Timewise since 2015.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Close employment gaps for disadvantaged groups

Economic Inclusion Economic Inclusion

Commission “front door” service to provide access to employment support for Lambeth residents, alongside a website which provides information and job vacancies Commission comprehensive programme of employment support for residents from identified priority groups, each with targets relating to ethnicity and disability: • Care leavers • Young people NEET aged

18-25 • Council tenants in arrears

or at risk of arrears • People at risk of

homelessness • People with long-term

health conditions and disabilities

• People at risk of offending or re-offending

• People with neuro-diverse conditions

• Lone parents and all parents entitled to free childcare for 2 year olds

Drafting and agreement of service specification – November 2019 Procurement of service – June 2020 Review of income expected from S106 funding over next three years – September 2019 Drafting and agreement of service specifications – December 2019 Procurement of services – June 2020

S106 employment & training and local labour in construction DWP ESF

Gap between employment rate for BME residents and overall employment rate Gap between employment rate for residents with disabilities and overall employment rate NEET figures

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Economic Inclusion

Ensure that Lambeth gets its fair share from regional and sub-regional employment programmes, notably Central London Works

Creation of external referral pathways into Central London Works – December 2019

Increase local employment through job brokerage and employer commitments

Economic Inclusion Continue to use S106 process to enable access for local people to jobs created during the construction and end-use phase of new developments Work with BIDs to create local recruitment and brokerage programmes Use the council’s purchasing power and supply chains to secure more employment, apprenticeship and training opportunities for local people Use council supply chain and employment planning obligations to create supported employment opportunities Increase the profile and employer use of Opportunity Lambeth website

Inclusion of employment and training obligations within revised Local Plan – adoption 2021 (?) Job brokerage for four BIDs in south of Lambeth established – April 2020 Responsible Procurement Policy approved – May 2019 Identification of council contracts with high employment numbers – May 2019 Inclusion of supported employment opportunities within those contracts – 2023 Promotional campaign – December 2019

S106 employment & training and local labour in construction BIDs

Number of jobs secured by local residents through job brokerage and employer commitments Number of employers using Opportunity Lambeth Number of BIDs participating in jobs brokerage activity

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Work with employers to implement London Living Wage and fair contract terms

Economic Inclusion Implement Business Rate discount for newly accredited employers Deliver campaign to encourage local employers to pay at least the London Living Wage, guaranteed hours and/or flexible working hours (e.g. Timewise) through promoting positive examples of staff recruitment and retention Promote the Mayor’s Good Work Standard so residents know which employers are promoting well paid jobs with fair contract terms Create more Living Wage Buildings through both the council’s own property portfolio and working with other building owners

Implement scheme – April 2019 Living Wage Week – November 2019 (and each subsequent November) Publication of Mayor’s Good Work Standard – to be confirmed by GLA Ongoing – ad hoc as opportunities arise

Core funding Business Rate income

Number of LW accredited employers Number of employers signed up to the Mayor’s Good Work Standard

Council leads by example in promoting positive employment practices that benefit local people

Economic Inclusion Council has a clear approach to recruiting and retaining apprentices, across all council departments, including commitments to employ people from identified target groups

Implementation of revised Apprenticeship Programme – January 2020

Core funding

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Council creates opportunities that are suitable for neuro-diverse residents including work placements, internships and traineeships Council provides work experience opportunities for local young people and unemployed residents Council continues to be accredited by the Living Wage Foundation, Timewise and Investors in People

A minimum of 5 opportunities created per year Council work experience programme begins – March 2020 Ongoing

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2.5 Skills and Training

Ambition: By 2025 Lambeth residents, including the most disadvantaged, will be able to fulfil their potential in life and at work through increased participation in learning and improved skills levels. More young people will be in meaningful employment, education or training, including apprenticeships. Our schools will be linked to businesses and the cultural sector, providing exciting opportunities for children at risk of exclusion. Employers in the borough will benefit from reduced skills shortages and increased productivity, particularly in the care, hospitality and retail sectors, with more Lambeth residents getting secure work and progressing to better paid jobs. Lambeth will be known as a place where local talent and skills are developed and a place where employers can draw on a skilled and motivated labour pool.

Levers: Training provision, information advice and guidance services, qualifications, promotional activity

Partners: Learning providers, voluntary and community sector, colleges, universities, employers, BIDs, DWP, Central London Forward, Lifelong Learning London Central, GLA

Measures: Participation levels, skills levels, volume of skills shortages, economic productivity

What we have done already: About 3,000 of the borough’s most disadvantaged residents are engaged in adult community learning each year, participating in learning for the first time in years, and often gaining their first qualification. Following a successful bid to the GLA the Adult Learning Service is preparing to deliver in-work training to low paid and low skilled Lambeth employees. ESF-funded Careers Cluster has successfully improved quality of careers provision and links with employers in 16 Lambeth secondary schools. Funding and partner commitment have been secured to set up a Lambeth Cultural Education

Partnership to achieve a 30% uplift in schools maximising opportunities to benefit from collaboration with Lambeth’s world class cultural institutions and achieve Arts Mark status.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Raise adult skills of targeted priority groups

Adult Learning Service Adult Learning Service

Engage residents furthest from learning in community based adult learning:

• People with low or no skills (below level 2)

• Long term unemployed

• BAME • Learners with

learning difficulties/ disabilities

• Parents and carers with English, Maths and language needs

• Homeless adults • Older people who are

socially isolated Upskill low paid and low skilled employees in the borough through the ‘Progress at Work’ programme, specifically:

• Women • Adults aged 50+ • BAME • Disabled • Without basic skills • Lone parents

Academic year 1st August 2019 to 31st July 2020 (and subsequent years) End of block 1: Jan 2020 End of block 2: April 2020 End of block 3: August & Nov 2020 1st August 2019 to 31st July 2023 Contract with GLA signed July 2019 Provision planned and commissioned July 2019 Delivery starts Aug/Sept 2019 Quarterly reviews

Adult Education Budget grant Procured Adult Education Budget

Number of disadvantaged adults participating in adult community learning Achievement rates of adults participating in adult community learning Rise in skills levels of disadvantaged employees, especially in care, retail, hospitality and public sector

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Economic Inclusion

Use part of the Council’s apprenticeship levy to support the creation of more apprenticeships for targeted groups with local SMEs

Levy transfer policy agreed by Jan 2020 Annual review

Apprenticeship levy

Increase in number of apprenticeships for priority groups in local SMEs

Build the independence and resilience of residents

Economic Inclusion & Adult Learning Service

Establish all age careers information advice and guidance (IAG) service in Lambeth Improve financial resilience through provision of financial capability training, welfare advice and digital skills training

Proposal to the GLA/external funder developed March 2020 Revised financial resilience strategy approved Nov 2019 Recommissioned welfare advice services April 2020

Funding bid to GLA or alternative external funder

Increased take-up of IAG provision Reduced rent and council tax arrears Reduced levels of debt Increased personal savings levels Improved digital skills

Improve outcomes of 14-25 year olds

Adult Learning Service

Establish Council wide and partner 14-25 steering group Develop a strategy for at risk young people Increase number of meaningful work placements and tasters available to young people Ensure all young people have appropriate vocational and academic pathways, including apprenticeships

Council and partner 14-25 steering group set up and vision agreed Jan 2020

Core revenue Fall in number of NEET young people (not in employment, education or training) Increased take-up of apprenticeships

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Strengthen the skills system

Enterprise, Jobs & Skills

Co-produce an employment and skills strategy with employers and key public and community partners Implement strategy with partners to strengthen skills provision now and for the future

Co-production workshops commence Sept 2019 Strategy published March 2020

S106 Rise in adult skills levels Fall in reported skills shortages Rise in economic productivity

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2.6 Our Places and Neighbourhoods

Ambition: By 2025 Lambeth will have completed its multi-million pound programme of investment in improving and greening the public realm of its town centres. This will help reduce the impacts of traffic and encourage higher levels of walking and cycling, so our town centres will feel much safer, be more accessible and cleaner particularly in terms of improved air quality. By 2030 Lambeth will have delivered several neighbourhoods redevelopments on its own land and on land that it is currently acquiring. These will be high quality developments that will include a diverse mix of uses to enhance the retail, leisure and cultural offer in order to help create and thriving and vibrant places that everyone can be proud off and want to spend time in.

Levers: Use of our own assets, land use policies, use of Compulsory Purchase Orders to acquire land, promotion of meanwhile uses, sophisticated approach to risk in leading redevelopments, joint investments with public and private sector partners

Partners: The GLA family, BIDS, developers, charitable and voluntary sector partners, institutional investors, housing associations

Measures: Quantum of additional/improved public realm and new trees, increased footfall and cycle trips, reduction in vehicular traffic, improvements in air quality, reduced shop vacancy rates, increased local businesses, increased customer spend, quantum of commercial floorspace, enhanced accessibility of local services

What we have done already: Delivered several significant public realm improvements including removal of Stockwell gyratory and creating new public space in 2014, Vauxhall’s missing link phases 1 and 2 in 2016, the StreetWorks programme in West Norwood during 2017, Electric Lane in Brixton during 2016 and Streatham central reservation replacement. Three new leisure centres have been built in West Norwood (2014), Streatham (2013) and Clapham (2012) and a new cinema in West Norwood in 2019. The council has also acquired the West Norwood B&Q site in 2019 and will seek to acquire further land to unlock a major redevelopment opportunity. A strategy for targeted land acquisition in Stockwell is also being prepared.

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Deliver strategic regeneration and investment programmes across neighbourhoods Unlock local assets for sustainable redevelopment in neighbourhoods

Area Regeneration Area Regeneration Area Regeneration Area Regeneration

Working with key landowners and public and private sector partners to realise the transformation of Vauxhall into thriving district centre Working with key landowners and public and private sector partners to enhance Waterloo and the Southbank role in the central London economy Bringing forward mixed-use redevelopment within Brixton major town centre Working with key landowners and pursuing targeted land acquisition in West Norwood district centre

Two-form expansion of Wyvil Primary school open in 2021 Removal of Vauxhall gyratory, new highway, public realm and new bus station by 2022 Redevelopment of the Oasis Joanna Academy for a strategic mixed-use development by 2024 Reconfigure Waterloo Roundabout and improve Waterloo Road by 2022 Complete feasibility work in 2019 redevelopment of land on and around the Waterloo Roundabout Publish Brixton Central Masterplan SPD in 2020 and procure a development partner by 2021 Land assembly of Local Plan Site 18, including acquisition of largest holding (B&Q site) in 2019

Council capital funding Private investment Council capital funding, TfL Capital Council s106/CIL TfL Capital and Council Capital funding TfL Capital and Council Capital funding Capital Feasibility Prudential borrowing

New primary school places, improved educational attainment Increased quantum/quality of public realm Quantum of new housing and commercial floorspace Quantum of new housing and commercial floorspace Quantum of new housing and commercial floorspace

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES

Area Regeneration

Working with key landowners and pursuing targeted land acquisition in Stockwell district centre Re-purpose significant assets/buildings in Streatham major town centre Investigate investment opportunities across the Oval and Kennington local centres

Acquisition of a key industrial site within the Commercial Area (KIBA) in 2019 Develop a West Norwood High Street SPD for adoption in 2020 to unlock major redevelopment Develop a Stockwell Area Action Plan by 2020 Acquire land within the centre by 2020 and procure development partner by 2021 Secure funds from Future High Streets Fund in 2019, for Streatham Hill Theatre and Rail Station and Kwik Fit Garage Complete the Streatham Investment and Growth Strategy in 2019 Produce an Oval and Kennington Socioeconomic baseline analysis in 2019, and bring forward a targeted investment strategy in 2020

Core funding Core funding Prudential borrowing Future High Street Fund Core funding Core funding Core funding Capital finding Capital funding Heritage Lottery

Quantum of new housing and commercial floorspace Quantum of new housing and commercial floorspace Quantum of new housing and commercial floorspace

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OBJECTIVE/PURPOSE LEAD DIVISION ACTIVITY KEY MILESTONES FUNDING MEASURES Enhance the environmental health and leisure economies of local centres

Work with local partners and Business Improvement Districts (BIDs) to enhance leisure offers Invest in public realm improvements

Adoption of the Brixton Evening and Night Time Economy Strategy in 2019 Refurbish the Waterloo undercrofts, subject to lease purchase in 2019 Streatham Hill Theatre comes back into use 2022 Brixton Townscape Heritage Initiative complete in 2019 Complete the Spine Route Public Realm Design, Masterplan and Delivery Plan by 2020 Deliver a new public open square in Vauxhall by 2022 North Vauxhall Pubic Realm investment programme delivery commencing in 2020

Core funding TfL Capital S106

Improved leisure offer, reduction in public amenity complaints Quantum of new leisure floorspace Quantum of improved leisure floorspace Number of assets restored Increased quantum/quality of public realm Increase in walking and cycling

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3 APPENDIX