Children and Young People's Service (CYPS - Lambeth Council

Children and Young People’s Service (CYPS)
Service Improvement Plan 2010-13

Contents
Foreword by the Cabinet Member and Executive Director of Children and Young
People’s Service
3
1. Children and Young People’s Service Strategic Objectives 4-5
2. Children and Young People’s Service Outcomes and Priorities 6
3. The Lambeth Context 7
4. How the Plan was Developed 8-10
5. Our Key Achievements in 2009/10 11-14
Appendices 15
A Children and Young People’s Service Organisational Structure 16-22
B Delivering the Lambeth Council’s Priorities in 2010-13 23-28
C. Managing our Performance 2010-13 29-32
D. Children and Young People’s Service Resources 33-38
E. Risk Management 39-40
F. Children and Young People’s Service Equalities Impact Assessment 41-58
G. Children and Young People’s Service Environmental Sustainability Impact
Assessment Summary
59
2

Foreword by the Cabinet Member and Executive Director
We are pleased to introduce the Children and Young People’s Service Improvement Plan 2010-13. It sets out
our most important goals and priorities, linking them to the Council’s vision, promises and values, and its overall
priority to provide more opportunities for children and young people in Lambeth. The Children and Young
People’s Service (CYPS) has continued to deliver, within our budget, positive outcomes for children and young
people through high quality services during a period of significant change and development. Frontline staff and
managers at all levels have developed a greater understanding of each others' work and discovered some of the
benefits of combining a wide range of services with one focus.
2009 has again shown good successes in relation to departmental and corporate priorities including Lambeth
schools attaining the best ever GCSE results which have exceeded targets. This enabled a narrowing of the gap
in achievement at GCSE level between those on free schools meals and those not. Lambeth now has the
second lowest gap in the country, a significant achievement. Key Stage 2 achievement in English and
mathematics continues to show Lambeth pupils attaining good outcomes by the end of their primary education.
The positive outcome of an unannounced Ofsted inspection of our safeguarding children practice illustrated key
changes in improving the capacity of social care teams to meet the needs of vulnerable children. There has also
been outstanding work by our Building for Schools (BSF) team which won three awards, including Local
Authority of the Year, at the annual Excellence in BSF Awards.
We have continued to make good progress in reducing youth crime and have implemented the nationally
recognised innovative Young and Safe Programme, as well as further developing our Children Centre
programme and continuing to improve Foundation Stage results. Further embedding our multi-agency early
intervention approach through the Team Around the Child (TAC) is ensuring that vulnerable children and young
people are receiving help and support at the first sign of need. These successes illustrate the professionalism
and commitment of all our staff, as well as staff in our partner agencies. We would like to acknowledge their hard
work and dedication.
The CYPS Service Plan 2010-13 builds on our achievements and represents a continuation of our journey
towards securing excellent services for children, young people and their families. There is much to celebrate
about our services but we can improve still further, working in partnership with others. The credit crunch
aftershock and downturn in the global economy will create further hardships for many families and is likely to
give rise to greater levels of need. The financial situation facing all Councils will require even more value for
money in providing services. Lambeth CYPS will streamline services, in 2010-11, by moving to a delivery
approach focused around Targeted, Universal and Specialist services to further improve services and further
embed integrated working within the organisation and with partners.
As we adapt and update our response to meet these challenges, the Council’s promises to deliver quality and
value for money, tackle inequality and social exclusion, listen to and engage with our citizens have never been
more significant. We have made tackling child poverty, parental worklessness and reducing childhood obesity
key priorities for CYPS.
Lambeth continues to be a good place for children and young people to grow and develop. We know this from
young people themselves, through the Lambeth Residents Survey of young people and the TellUs3 Survey of
Lambeth pupils. However a small, yet significant, group of young people are not achieving all they should. Our
role is to help to bridge that gap by working with schools and other universal services, parents, carers, and
children and young people, to remove barriers and create opportunities to enable them to reach their full
potential.
Councillor Pete Robbins
Cabinet Member for Children’s Services
Phyllis Dunipace
Executive Director
Children and Young People’s Service
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1. Children and Young People’s Service strategic objectives
Our vision for the Children and Young People's Service:
‘We will enable children and young people to be happy, healthy and safe to achieve their full potential’
During 2010-13, we will continue to maintain our focus on our three key aims for children and young people:
Safeguarding children and young people
Raising achievement and narrowing the achievement gap between groups of children and young people
Supporting children and young people to avoid risky and harmful behaviours
We will seek to achieve these aims by:
Developing integrated services that are seamless, efficient and improve outcomes for children and
young people
Ensuring effective and efficient partnership working to safeguard and promote the welfare of children and
young people
Increasing early identification of need and intervention thus preventing a need in the future
Seeking to engage children, young people and their families, particularly those from the most vulnerable
and seldom heard groups
We know that outcomes for children, young people and their families are improving fast in Lambeth. However,
our needs analysis tells us that we can expect the pressure of demand for services to continue to grow over the
next three to four years as a result of predicted growth in our child population. In particular, there will be
increased demand for nursery as well as primary and secondary school places, in addition to pressures on
social care and other services, which we shall address through effective planning. We aim to pursue excellence
for every child, everywhere in Lambeth and ensure that services meet the needs of all our communities.
In 2010-11 we are undertaking a major restructuring programme of the Children and Young People’s Service realigning
top-tier management layers to merge and streamline divisions. Frontline services will be organised and
grouped around specialist, targeted and universal services. This will ensure services to Lambeth children and
young people and their families continue to improve in the changing environment we operate in. This Service
Improvement Plan was drafted before the restructure plans had been developed significantly, and therefore does
not reflect the new structure of the Children and Young People’s Service moving forward. Further details are
contained in Appendix A - Children and Young People’s Service Organisational Structure.
Many of our services are universal and can be accessed by any child and his/her family. However, we know that
not all children and young people have the same opportunities. In some areas of Lambeth, and for some groups
of children, the opportunity to realise their full potential is far behind that of others. Some children and young
people are vulnerable because they live in localities where social and economic challenges are greater, and
disadvantage can be reinforced by relative isolation. Beyond these priority groups and neighbourhoods, our
strategy in Lambeth recognises that significant things can go wrong for almost any child or young person at any
stage in their lives.
We aim to ensure that if a child is “vulnerable” or “in need”, services are in place to support them and delivered
in the most appropriate setting. This approach aims to ensure inclusion and protection for all Lambeth’s children
and young people, enabling them to maximise their life chances.
The CYPS service and financial strategy is, in the long term, to shift the balance in allocating resources from
expensive specialist services to targeted, preventative and universal services. While there will always be a need
for specialist services, the strategy aims to target preventative services in order to secure improved outcomes
for children and young people as well as a medium to long term improvement in value for money.
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We have made progress in:
Targeting resources to support earlier intervention and prevention through the embedding and
investment in the Team around the Child (TAC). The TAC has begun to bring about a shift in resources
from specialist services to targeted services and deliver improved outcomes for children and young
people in line with the national change programme in a coherent manner with partnership agencies
Working with partners to develop strategic and joint commissioning approach
Working with schools, children’s centres and other settings to support and improve access to universal
services to vulnerable children
Working with schools and other settings to use a range of strategies to reduce over-reliance on specialist
services
The establishment of a children’s placement panel as part of the overall system of ensuring the effective
planning, monitoring and evaluation of placements and services provided to l children looked after in
Lambeth
Successfully implementing major investment opportunities through the BSF, Primary Capital Programme
and similar programmes.
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2. Children and Young People’s Outcomes and Priorities
CYPS vision
We will enable children and young people to be happy, healthy and safe to achieve their full potential
CYPS aims
Safeguarding children
and young people
Supporting children and young people to avoid
risky and harmful behaviours
Raising achievement and narrowing the gap
between groups of children and young people
CYPS service
improvement
ECM outcome Staying Safe Being Healthy
Making a Positive
Contribution
Enjoying and
Achieving
Achieving Economic
Well-Being
Corporate
outcomes
framework
Children and young
people are safeguarded
and protected from harm
Health promotion for
children and young
people is working and
reducing risky
behaviour
Children and young
people are involved in
decision making and are
involved in positive
activities
Children and young
people enjoy learning
and achieve their full
potential
Young people aged 16
and over are in higher
education, employment or
training when they leave
school
Improved quality and
accessibility of service
delivered by CYPS
CYPS strategic
priorities
Continue to safeguard
children and young
people
Further improve
services for children
and young people
with disabilities and
special needs
Further improve
stability and security
for children looked
after
Further improve
physical, mental
and emotional wellbeing
of children
and young people
Further reduce
substance misuse
Further reduce
teenage pregnancy
and sexually
transmitted
infections
Reduce childhood
obesity
Provide more positive
activities for young
people to do and
participate in
Involving more young
people, parents and
carers in decisionmaking
Further reduce youth
crime and support
victims of crime
Further improve
attainment and
achievement
Further improve
standards and
experiences for
under 5s and their
families
Further improve
quality and number
of primary and
secondary school
places
Improve
educational
outcomes for
children looked
after
Further improve
opportunities for 14-19
year olds
Further increase
number of young
people in employment,
education and training
Further improve
transition from
childhood to adulthood
Address the impact of
worklessness
Develop a council-wide
strategy to tackle child
poverty
Recruit and retain
more social work staff
Further integrate
services for children
with additional needs
Expand multi-agency
working across the
partnership
Ensure best value for
money in our use of
resources
Sustainability
Risk
Equalities
Customer
service
Focus on reducing carbon emissions and adapting to climate change
Ensure effective risk management practices are in place across the department
Raise awareness of cultural diversity, tackle inequality and promote social cohesion
Listen to and engage with our customers treating them with dignity, fairness, courtesy and respect at all times
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3. The Lambeth context
Lambeth has approximately 67,000 children and young people aged 0-19 residing in the borough. Their
numbers are set to increase by 37% over the next 20 years according to GLA predictions. Sizeable growths are
predicted especially in the 0-4 and 5-9 age groups. By 2011, these groups will have grown by 25% and 17%
respectively. There will also be 16% and 17% growth among 10-14 year olds and 15-19 year olds. Our child
population is also very diverse with 58% of children and young people belonging to Black and Minority Ethnic
(BME) communities compared with 38% of the general population of the borough. There are even higher
numbers attending our local schools with 80% of BME pupils. A significant number comprise children and young
people from refugee and asylum seeking families that has a severe impact on the level of mobility which make it
difficult to target services effectively to those who may need them most. The average pupil mobility is 10% in
primary schools and 6% in secondary schools. In some schools it is more than 20%.
Child Poverty
Poverty affects many children and young people in Lambeth. With our partners, we aim to reduce child poverty
in Lambeth by 5.3% by 2011. We shall achieve this by working to reduce parental worklessness and
improvements in take-up of benefits. Figures from the Department of Work and Pension (DWP) show that 38.2%
of children and young people aged 0 -16 years live in families dependent on out-of-work or in-work benefits. This
is equivalent to 19,770 children and young people. At ward levels, the percentage of children living in poverty
ranges from 24% in Clapham Common to 52% in Coldharbour. Child poverty is a multi-dimensional and multifaceted
issue. In economic terms, child poverty is defined as the proportion of children and young people living
in families with an income that is less than 60% of the median national income. However, poverty is associated
with social inequalities and exclusion that are manifest in poor educational outcomes, poor health, anti-social
behaviour and general lack of ambition and aspirations. Many of the issues facing Lambeth and other similar
inner London authorities have their roots in poverty.
Children and young people living in special circumstances
A number children and young people also live in special circumstances. For example:
1 in 10 households in Lambeth as a single parent household with dependent children
38% Lambeth pupils eligible for free school meals
An estimated 800 young carers under 17 providing care for parents, siblings or other family members on
a regular basis
573 (March 2010) are children who are looked after by Lambeth Council for a variety of reasons
297 (March 2010) children are subject to a child protection plan because they may be at serious risk of
harm
27% of school children are recorded at some time in their school career as having SEN
621 children and young people are on the ICOUNT Disability Register, with a further 324 who may also
be eligible
A teenage pregnancy rate of 74.4 per 1000 young women aged 15 -17
The numbers of children who have needed to be looked after by Lambeth Council has risen over the past
year. This is partly due to the general increase in child protection activity which has affected all local
authorities following the tragic Baby Peter case, and partly to the ‘Southwark Judgement’ – a legal ruling
which has had the effect of extending local authority responsibilities towards homeless 16 -17 year olds.
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4. How the plan was developed
This plan takes account of the Children and Young People’s Strategic Partnerships’ Children and Young
People’s Plan (CYPP) 2008 -10 and Lambeth Strategic Partnership’s vision as set out in the Sustainable
Community Strategy in particular the objective to ensure ‘even more children and young people are on the path
to success through provision of good quality education, training and jobs which reduces the risk of exclusion and
offending’ as well the objective of providing improved health and well-being of people with a view to positively
impacting on worklessness in the borough.
The plan takes into account the National Children’s Plan and the government’s Every Child Matters agenda and
five national outcome measures. The government wants to see integrated services being develop that will help
children and young people to:
Be healthy
Stay safe
Enjoy and achieve
Make a positive contribution
Achieve economic well-being
The plan is linked to the outcome indicators of the Local Area Agreement 2008-11 which has set challenging
targets around key stage attainment, healthy school standards and employment skills. It has also been informed
by our most recent statutory inspection recommendations including the Joint Area Review (JAR), unannounced
safeguarding inspection and the Annual Performance Assessment (APA); and the priorities of our partner
agencies.
The CYPS Service Plan 2010-13 provides a direct link between national, local and our divisional plans, which in
turn form the basis of staff personal objectives, appraisals and personal development plans.
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The golden thread for CYPS:
Lambeth First
Sustainable Community
Strategy
National Children Plan
Children and Young
People’s Plan
Council Corporate Plan
CYPS Service Plan
Divisional Service
Improvement Plans
Personal Objectives and
Appraisals
Consultation and Engagement:
The plan has focuses on areas identified through consultation with children, young people, families and partners.
Children, young people and their families are at the heart of everything that we do and what they tell us is vital in
setting our priorities. Consultation and engagement with children, young people and families is an ongoing
process within CYPS and takes place through a variety of methods and mechanisms. In developing our priorities
we have used information from a variety of service users, including Lambeth Youth Council, TellUs4 survey,
schools survey, Lambeth Young Residents’ survey, Say and Play consultations, the voice of Young Lambeth,
Children Looked After, Voice of a Child, Our Lives in Lambeth, Parents’ Forum, Corporate Parenting Group,
Parents of Children with Disabilities Advisory Group, voluntary organisations, schools’ and governors’ forums.
The Lambeth Promise
We will continue to build on delivering the Lambeth Promise by:
Continuing to support existing forums and mechanisms to consult and engage with children, young
people, parents and carers
Creation of Youth Boards at each youth centre to engage more young people in decision making
Development of the Community Engagement and Involvement Plan to develop key outcomes and impact
of community engagement
The Voice of Young Lambeth used to ensure that the engagement of young people in innovative and
empowering, leading to improved services
Implementation of the London Youth Offer has increased the number of projects developed and
delivered by young people
Making use of information/views expressed by children and young people in the TellUs4 and Lambeth
Young Residents’ surveys
9

Involving children and young people directly in service tender evaluations, commissioning and peer
reviews
Involving parents in children’s centre advisory boards and forums.
10

5. Our Key Achievements in 2009/10
5.1 Safeguarding children and young people
We have responded to the sharp increase in child protection activity by strengthening our front line social
care services and ensuring that our systems for dealing with referrals are robust.
In August 2009 we underwent the annual unannounced safeguarding inspection. The outcome was very
positive and provides further evidence of the improvement in services and the fact that this is being
recognised by inspectors.
The quality of our services to our Children Looked After (CLA) has continued to rise. Fostering and adoption
services were judged “good” at the most recent inspections. In order to further improve education standards
we have created the Lambeth Community College – a virtual college for Lambeth’s CLA. The college is
already making a difference in driving up educational standards among this very vulnerable group.
Numbers of children with Child Protection Plans have risen over the year. However the indicators show that
for the vast majority of children the problems are effectively addressed through timely intervention. The
numbers of children who are subject to a plan for more than 2 years remain small.
The Team around the Child (TAC) multi-agency early intervention approach continues to identify earlier
children and young people with additional needs. Over 4000 Common Assessment Frameworks (CAF) have
been completed resulting in multi-agency solutions to address additional needs.
We have improved support to children, young people parents and families. Lambeth Family and
Parenting Support Strategy was published in May 2009 which sets out the strategy for ensuring all
children and young people in Lambeth benefit from good family support and a level of parental capacity
that enables them to thrive and fulfil their potential. More than 40 multi agency staff across Lambeth
have been trained to deliver parenting programmes in schools, children’s centres and health clinics
across Lambeth.
The Lambeth Safeguarding Children Board continues to grow in strength with a clear and focused work
programme and wide representation from stakeholders including community and faith groups. Following
the recommendations from Lord Laming Report on the Baby Peter case, the board now has an
independent chair and the Serious Case Review subgroup is also chaired independently. The board is
widely respected as an example of good practice. Both the Laming review team, and the Government
Advisor on Safeguarding Sir Roger Singleton visited Lambeth to learn lessons from our practice.
We continued to have great success in recruiting high calibre social work staff to the borough. Morale
continues to be good in the front line teams and staff turnover levels continue to fall. Controlled
caseloads and support for newly qualified social workers are embedded in the system.
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5.2 Raising achievement and narrowing the gap between groups of children
and young people
We continued to make good progress in raising standards and pupil achievement. Despite higher levels of
poverty and mobility, pupils completing their General Certificate of Secondary Education (GCSE) are doing
far better than previously. The gap between Lambeth students and those in England gaining 5 or more A-C
grades reduced considerably
For Key Stage 2 (KS2) and Key Stage 4 (KS4), the achievement gap between young people who are eligible
for free school meals, and those who are not, is smaller than both the London and England gaps for English,
mathematics and science
We have continued to improve foundation stage results
We were successful in supporting our only school to have been judged as inadequate, in more than five
years, out of special measures within record time (less than a year). The school is now deemed ‘good’ with
many outstanding features
We established a reducing child poverty programme and implemented four children’s centre based child
poverty pilots, in partnership with Jobcentre Plus aimed at tackling child poverty through a variety of
measures including, work focused services, child development grants and benefits/entitlement advice for
families receiving out of work benefits
We have also received funding for the “School Gates Employment Initiative”, which we are implementing in
selected schools in the borough in partnership with the Jobcentre Plus and Regional Development Agency to
provide advice and support to non-working partners in two parent families where one partner is in work
We have put in place a comprehensive14–19 strategy, based on effective collaboration and thorough
procedures for assessing learning needs. This has ensured a relevant 14–19 curriculum for all groups,
including disaffected and vulnerable young people. This is reflected in the significant increase in young
people achieving Levels 2 and 3 by age 19 and increase in apprenticeship and work placements for 16-19
year olds in the borough
The percentage of 17-year-olds in education, training or employment continues to improve significantly,
including the engagement of all ethnic groups and the above average record for engaging teenage
mothers. There has been improved take-up by other vulnerable groups, for example, those with learning
difficulties and disabilities and young offenders
98% of Lambeth schools are providing the full core offer for extended services to their communities.
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5.3 Supporting children and young people to avoid risky and harmful
behaviours
We launched the refreshed Lambeth Youth Strategy 2009-13, following extensive consultation, which
proposes a different and broader approach to Lambeth’s youth offer themed around ‘places to go, things
to do, keeping on track’
There has been continued reductions in the level of youth crime and implementation of innovative youth
crime prevention programmes such as Young and Safe and X-it providing interventions and increased
support for children and young people involved in and impacted by violent crime and gangs
28 children’s centres are providing quality sure start and early years services across the borough
Our Connexions service is judged to be excellent by Ofsted. The service continues to make steady and
sustained improvements in reducing the number of young people aged 16-19 who are not in education,
employment or training (NEET)
We have developed and embedded the Family Support Service, created as part of the team around the child
in Lambeth, to work within Lambeth schools to identify and provide comprehensive family support for
children with additional needs
In partnership with Child and Adolescent Mental Health Service (CAMHS) we have established a
(CAMHS) Early Intervention Service as part of the team around the child in Lambeth resulting in an
improvement of engagement of and services to children and young people
We have developed and implemented the innovative Young Lambeth web-based service directory for
children, young people, parents, carers and practitioners.
5.4 Service improvement priorities
Lambeth Building Schools for the Future (BSF) won three national awards, including Local Authority of the
Year, at the annual Excellence in BSF Awards. Elm Court Special School in Tulse Hill, won Best Design for
a Remodelled School. Lambeth won the Innovation in PE and Sport category for the development of facilities
for football, basketball and mini tennis at Park Campus in Gipsy Hill. The judges also highly commended
Lambeth for their vision to strengthen provision for young people with special educational needs in the
Education for All category
We have opened two new schools increasing the number of year 7 places in Lambeth secondary schools.
This reflects our aspiration to offer a place in a Lambeth secondary school to 80% of Lambeth primary
school leavers who are resident in the borough, the figure having been 50% until recently
The most recent Annual Performance Assessment of children services in November 2009 rated the service
to children and young people in Lambeth as a 3 (Good) out of a possible 4 (Excellent)
This success has contributed significantly to Lambeth's Comprehensive Area Assessment (CAA), which the
council’s performance in isolation as part of the assessment scored three of out of four, which means we are
serving our 274,500 residents "well". The most recent Annual Performance Assessment of children services
in November 2009 rated the service as a 3 (Good)
All 10 of our secondary schools in Lambeth were awarded the DCSF Financial Management Standard
for sound financial management and resource planning
We successfully moved our Annual Education Grants Programme of £1.5m to a commissioning
approach and re-commissioned/re-negotiated a number of contracts leading to greater efficiencies and
13

We delivered our complex and demand-led budget successfully and exceeded our target for efficiency
savings.
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Appendices
A Children and Young People’s Service Organisational Structure 16-22
B Delivering the Lambeth Council’s Priorities in 2010-13 23-28
C. Managing our Performance 2010-13 29-32
D. Children and Young People’s Service Resources 33-38
E. Risk Management 39-40
F. Children and Young People’s Service Equalities Impact Assessment 41-58
G. Children and Young People’s Service Environmental Sustainability Impact
Assessment Summary
59
15

Appendix A - Children and Young People’s Service Organisational Structure
The Children and Young People’s Service (CYPS/Department) works in partnership with other council
departments and schools, Lambeth Community Health, Lambeth NHS, police, voluntary organisations and
other agencies to provide services for children and young people between the ages of 0-19 and their families
living in Lambeth. The Department encompasses both the functions of an Education Authority and the
statutory duties placed on Local Authorities to safeguard children and young people. Many aspects of the
department’s work are enshrined in legislation, for example the Children Acts 1989, 2004 and 2006; and the
Education Act 2002 and 2005.
CYPS supports 85 schools, with a total of over 30, 500 pupils in:
5 nursery schools
60 primary schools
12 secondary schools
5 special schools
3 pupil referral units
There are seven divisions within CYPS. Each is led by a Divisional Director. Divisional Directors and the
Executive Director make up the Departmental Leadership Team (DLT). DLT leads and manages the
department’s business, and promotes and develops good working relationships with other senior managers
within the council as well as with our external partners. The table below shows the current CYPS DLT.
In 2010-11 we are undertaking a major departmental restructuring programme re-aligning top tier
management layers to merge and streamline divisions. Frontline services will be organised and grouped
around specialist, targeted and universal services. This will ensure services to Lambeth children and young
people and their families continue to improve.
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Table 1: CYPS Departmental Leadership Team Current and Planned
Current
Planned
Phyllis Dunipace Executive Director, Children’s and Young People’s
Services
Executive Director, Children’s and Young People’s
Services
Mike Pocock Divisional Director, Building Schools for the Future
Divisional Director, Targeted Services
(BSFD)
Sandra Morrison Divisional Director, Change Management and Team
Divisional Director, Universal Services
Around the Child (CMD)
John Readman Divisional Director, Community Learning (CLD) Divisional Director, Specialist Services
Adesola Adetosoye Divisional Director, Children’s Social Care (SCD) Divisional Director, Policy, Planning, Performance
and Resources
Vacant (covered by
Farrukh Akbar)
Divisional Director, Commissioning and Performance
(CPD)
Divisional Director, Buildings and Schools for the
Farrukh Akbar Divisional Director of Resources (RD)
Future
Chris Ashton Divisional Director, Inclusion and Standards (ISD)
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Current Children and Young People’s Service Leadership Structure
Executive Director
CYPS
Phyllis Dunipace
Divisional Director
BSF
Mike Pocock
Divisional Director
Change Management &
TAC
Sandra Morrison
Divisional Director
Commissioning &
Performance
Vacant
Divisional Director
Inclusion & Standards
Chris Ashton
Divisional Director
Resources
Farrukh Akbar
Divisional Director
Social Care
Adesola Adetosoye
Divisional Director
Community Learning
John Readman
Deputy Programme
Director
Charles Booth
Assistant Director
Vacant
Head of Policy &
Planning
Jason Preece
Assistant Director
Inclusion
Barry Gilhooly
Assistant Director of
People Management
Joanne Hatfield
Assistant Director
Multi-Agency Looked after
Children & Corporate Parenting
Ian Lewis
Assistant Director
Community Youth
Service
Sandy Cotton
Assistant Director
(Commercial)
Venetia Reid-
Baptiste
TAC Area Manager
(South West)
Geraldine Abrahams
Head of Performance &
Information
Margaret Bovell
Assistant Director
Standards
Cathy Twist
Head of Schools Finance
Nilesh Jethwa
Assistant Director
Multi-Agency Safeguarding,
Quality Assurance & Service
Development
Andrew Wyatt
Assistant Director
Specialist Youth
Dean Woodward
Programme Manager
Brendan Wells
TAC Area Manager
(South East)
Vacant
Head of Strategic
Commissioning
Kevin Dillon
Head of Research &
Statistics
Feyisa Demie
Head of Departmental
Finance
Dunni Komolafe
Assistant Director
Multi-Agency Assessment Family
Support & Child Protection
Michael Benaim
Assistant Director
Community Children
Service
Stella Clarke
AD Education
Improvement Advice
John Wotherspoon
TAC Area Manager
(North)
Nandita Sirker
Head of Workforce
Development
Manager
Vacant
Head of Schools Human
Resources
Claire Cobbold
Strategy & Compliance
Manager
Derek Roopnarine
Head Teacher Virtual
School
Linda Adams
Strategic Lead
Community Engagement
& Involvement
Diane Osborne
Extended Services
Manager
Dean Brewer
Head of Education
Contracts
Sue Farr
Social Care Finance
Manager
Andrew Ramsden
Strategic Lead
Regeneration &
Business Development
Chris Sipidias
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Children and Young People’s Service Divisions and Main Service Areas
Children’s Social Care Division
The over-riding purpose of this service is to ensure all children are safeguarded, and that vulnerable children
and young people’s needs are addressed early and effectively. The service works with partner agencies in the
early identification of children in need, and helps support them to prevent more serious problems arising later.
The Children Acts 1989 and 2004 and related guidance and regulation are the main legal basis for the service.
These have been supplemented by subsequent guidance, the most significant of which has been the Quality
Protects programme, and more recently the Every Child Matters programme. The division’s aim is to ensure that
Lambeth children who are in need are able to achieve the same standard of wellbeing, health, development and
safety that a good parent would want for their own child.
Children’s Social Care Division is organised in a number of services:
Multi-Agency Safeguarding, Quality Assurance and Service Development
Multi-agency Family Support
Multi-Agency Children Looked After
Multi-Agency Referral and Assessment
The key priorities for the Social Care Division in 2010/2011 are:
Further improving outcomes for Children Looked After
Ensuring that vulnerable children are safeguarded by improving the quality and consistency of front line
practice
Further improving recruitment, development and retention of social workers
Inclusion and Standards Division
The division provides a range of services to support and challenge schools to improve their performance for
Lambeth's residents particularly in the areas of numeracy and literacy. It aims to help local pupils achieve their
full potential at school by ensuring a fully inclusive education service. The Division promotes high standards in
the borough’s schools and ensures that all the available resources, particularly the skills and abilities of staff, are
used to raise standards of achievement.
The division is made up of two main service areas:
Inclusion – including Special Education Needs, Reintegration and Assessment, Education Psychology
Service
Standards – including School Improvement Service, Ethnic Minority Achievement
The main priorities of the Inclusion and Standards Division include:
Raising the achievement of all pupils
Improving services for children and young people with disabilities and special needs
Improving opportunities for 14-19 year olds
Ensuring the particular need of individual pupils are met in the education service and that schools
provide inclusive education
Improving transition from childhood to adulthood
Supporting schools to raise achievement
19

Community Learning Division
The Community Learning Division provides a mix of universal, specialist and targeted services for children,
young people and families.
The division works in partnership with statutory and voluntary sector agencies, children, young people and their
families to intervene early and divert children and young people from risky and harmful behaviour. Key services
and areas of activity include:
Community Children's Services including the Early Years and Children’s Centre Service, Play Service
and strategic lead for Sport
Community Youth Services including the Youth Service
Specialist Youth Services including the Youth Offending Service and Young and Safe Programme
Strategic lead for community involvement
Strategic lead for Regeneration and Business development.
The main priorities of the Division include:
Providing positive activities for young people to be involved in
Improving standards and experiences for under 5s and their families
Reducing youth offending and substance misuse
Reducing teenage pregnancy
Increasing the number of young people in education, employment and training
Improving physical, mental and emotional well-being of children and young people
Involving more young people in decision-making
Change Management and Team around the Child (TAC) Division
The Change Management and TAC Division ensures that Lambeth meets its statutory requirement in relation to
the national change agenda for children’s services. It provides a programme and project management service
for CYPS, including the development of partnership working and integrated services through children trust
arrangements, extended schools and other services.
The main priorities of the Change Management and TAC Division include:
Developing and managing Team Around the Child (TAC)
Implementing Information Sharing
Managing the Common Assessment Framework (CAF)
Preparing for National Contact Point
Managing Integration projects, systems and processes within CYPS
Implementing the extended schools strategy to raise achievement
Supporting Children’s Trust arrangements
Supporting the Children and Young People’s Strategic Partnership
Building Schools for the Future (BSF) Division
The BSF Division is responsible for all of our construction projects in schools (primary and secondary) and the
CYPS community estate. The BSF team is responsible for delivery of the Primary Capital Programme (PCP) a
fourteen year programme of investment in primary schools with the aim of rebuilding or refurbishing up to half
the primary schools in the country, although little funding for this has come through. In Lambeth, the PCP has
been joined up with an ongoing programme to expand the number of primary school places in the borough to
meet the projected demand over the next ten years, which is a pressing priority. BSF is the largest government
investment programme for secondary schools, with aims to rebuild or substantially refurbish every secondary
school in England. The BSF Division is responsible for securing Government BSF funding through production of
20

successful Business Cases. Following approval of Government funding, the Division is responsible for
implementing the BSF Programme and transforming secondary education in the borough in partnership with
schools, stakeholders and partner agencies. In Lambeth, the BSF programme, which includes 16 secondary
schools, is delivered in two phases. Phase 1, which includes the building of five new schools, is nearing
completion. Procurement for Phase 2, which includes the renovation and refurbishment of all remaining 11
secondary schools, is nearing completion, with work due to start later this summer.
The main priorities of the Division include:
Developing and delivering a credible and successful BSF programme
Investing in the expansion of secondary school places
Assessment and development of the primary school estate and other CYPS building assets
Ensuring the creation of successful partnerships to fulfil the aims of the BSF and capital programme
Enhancing and building on rising educational standards by improving: access, achievement, inclusion
and community links.
The BSF Division is currently delivering first phase of the primary school expansion plans which include a new
primary school in Norwood, the rebuilding of Fenstanton Primary School linked to the New Academy, the
conversion of the Woodfield Centre and the old Norwood Park School and the expansion of five other primary
schools. The shortage of primary school places in the south of the borough is a major issue for the council and
obtaining sufficient funding for the expansion plans is a major priority.
Resources Division
The resources division provides a comprehensive financial management and human resources support service
to CYPS. The division also provides financial management support to schools. The main service areas are as
follows:
Departmental Finance
Schools Finance
Compliance and Financial Strategy
Departmental Human Resources
The main priorities of the Resources Division include:
Promoting robust Financial management within the CYPS department
Encourage best practice in the area of financial management within schools
Ensure there is sound financial monitoring of all the CYPS Capital Programmes
Assisting the department to embed a Risk management and Value for money culture
Promote compliance to financial regulations and audit recommendations
Facilitate excellent procurement practices
Provision of a comprehensive HR support service to CYPS
Commissioning and Performance Division
The Commissioning & Performance Division is responsible for providing strategic support to the Departmental
Leadership Team (DLT) and other CYPS divisions in relation to the key business improvement areas of
performance, policy, planning, commissioning, workforce development, and equalities and diversity. The
Commissioning & Performance Division is made up of 4 service units:
Strategic Commissioning Unit
Policy & Planning Unit
Performance Management Unit
Workforce Strategy Unit
21

The main priorities of the Division include:
Developing and implementing a strategy for reducing Child Poverty in Lambeth
Managing and improving further joint commissioning
Managing and developing further integrated service planning process in CYPS linking priority setting,
financial planning with CYPS service planning, including the co-ordination/production of relevant
strategies and plans
Providing a communications and marketing service in CYPS
Embedding equalities and diversity into service provision
Managing and developing further and embed integrated performance management across the
partnership
Develop and implement the children’s Workforce Development Strategy.
22

Appendix B - Delivering Lambeth Council’s Priorities in 2010-13
Over the next three years the Children and Young People’s Service will be helping to deliver better outcomes for
residents in each of the Council’s six priority areas. For each priority we have identified our objectives as a
Department and the indicators we will put in place to measure progress.
The following sections set out our department’s priorities under each corporate outcome and list the main
projects and activities we will be undertaking to deliver these.
SCD – Social Care Division
CMD – Change Management Division
CLD – Community Learning Division
ISD – Inclusion and Standards Division
BSF – Building Schools for the Future Division
CPD – Commissioning and Performance Division
RD – Resources Division
Safeguarding Children and Young People
Children and young people are safeguarded and protected from harm
Priority Service Improvement Activity Lead
Continue to safeguard children and young
people
Improve the volume, quality and timeliness of initial
and core assessments
Implement the Early Years Safeguarding Action Plan
to improve the quality of safeguarding in the private,
voluntary and maintained sectors of Early Years
provision
Implement and embed Family and Parenting Support
Strategy
Implement Community Youth safeguarding action
plan including workforce development across
Community Youth
SCD
CMD
CLD
Further improve services for children and
young people with disabilities and special
needs
Further improve stability and security for
children looked after (CLA)
Implementation of transport policy
Improve outcomes for young people with disabilities
across youth provision
Further improve timeliness of assessments
Develop targeted programmes for CLA at all stages to
maximise their achievement and encourage young
people to pursue further education
Improve outcomes for CLA across youth provision
ISD
CLD
SCD
SCD
CLD
23

Supporting Children and Young People to Avoid Risky and Harmful Behaviours
Health promotion for children and young people is working and reducing risky behaviour
Priority Service Improvement Activity Lead
Further reduce substance misuse
Further reduce teenage pregnancy and
sexually transmitted infections
Reduce Childhood Obesity
Implement Young Peoples Substance Misuse
Delivery Plan
Review and re-commission drug education
provision
Improve Sexual Relationship Education (SRE) for
young people
Work with Lambeth Community Health (LCH) to
provide contraception services in non-clinical
settings.
Accelerate the Teenage Pregnancy Strategy
Reduce obesity through a range of activities,
including physical exercise, healthy eating and
lifestyles
CLD
CLD
CLD
Children and young people are involved in decision making and are involved in positive activities
Priority Service Improvement Activity Lead
Further reduce youth crime and support
victims of crime
Embed the Young and Safe Violent Youth Crime
Action Plan to tackle and reduce violent crime
Improve outcomes for young people at risk of gang
association and youth crime
Improve support for young people who are victims
of crime
CLD
Provide more positive activities for young
people to do and participate in
Involving more young people, parents and
carers in decision-making
Implement Integrated Youth Strategy to increase
positive activities for young people
Implement the PE, Sport and Physical Activity
Framework
Increase volunteering opportunities for young
people
Develop Voice of Young Lambeth
Embed customer satisfaction measures in the
business planning cycle
CLD
CLD
24

Raising Achievement and Narrowing the Gap between Children and Young People
Children and young people enjoy learning and achieve their full potential
Priority Service Improvement Activity Lead
Further improve attainment and
achievement
Reduce school exclusions and improve school
attendance
Narrow the gap in achievement
Improve the educational outcomes of children
looked after
Continue to support improvements to school
leadership and new models of leadership including
federations
Support and challenge schools needing to improve
Implement the Information Advice and Guidance
(IAG) standards and IAG strategy across
Community Youth
ISD
CLD
Further improve standards and
experiences for under 5s and their
families
Further improve quality and number of
primary and secondary school places
Develop a council-wide strategy to tackle
child poverty
Continue to implement the Quality Improvement
Framework for childcare provision and develop
Quality Improvement Policy
Implement Childcare Sufficiency Action Plan
Develop and implement the Early Years Workforce
Strategy and early intervention/prevention training
Implementation of the foundation stage programme
Deliver Phase 2 of the BSF programme - the
refurbishment and extension of all of the remaining
Lambeth mainstream schools and the building of a
new school
Deliver the primary school expansion programme,
providing an at least an extra 9FE across the
borough by 2012, in conjunction with the Primary
Capital Programme
Develop and implement a borough-wide strategy to
tackle child poverty and parental worklessness
Implement the London Child Poverty Pledge
CLD
ISD
BSFD
CPD
25

Young people aged 16 and over are in higher education, employment or training when they leave
school
Priority Service Improvement Activity Lead
Further improve opportunities for 14-19
year olds
Further increase number of young
people in employment, education and
training (EET)
Refresh Lambeth’s Youth Strategy with additional
local and regional investment to transform youth
services
14-19 agenda implementation and diploma rollout
Develop Vocational Offer and employers’
contribution
Develop Enterprise and Skills offer
Develop and implement the Enterprise Offer in
partnership with Youth Services, schools and
providers
Develop apprenticeships and work place training in
the public and private sector
Improve the referral systems between PAYP and
Connexions, provision of tailored support for all care
leavers, improving the enterprise opportunities/work
experience programmes available and improving the
Lambeth apprenticeship programme within the
Employer of Choice initiative.
CLD
/ISD
CLD
CLD
Raise aspirations and improve access to higher
quality employment and training opportunities for all
young people
CLD
Further improve transition from childhood
to adulthood
Implement the agreed partnership 14+ Transitions
Protocol
CLD
CYPS Service Improvement
Improved quality of service delivered by CYPS
Priority Service Improvement Activity Lead
Further develop integrated partnership
arrangements
Increase the level of joint commissioning and
alignment of resources across the Children’s Trust
Increase accessibility of services by increasing the
number of co-located children and young people’s
services
Enhance multi-agency working across the
Partnership through Team around the Child (TAC)
and extended use of the Common Assessment
Framework (CAF)
CPD
CM
CM
26

Recruit and retain more social work staff
Continue to implement a targeted learning and
development strategy for newly qualified social
workers and social workers from abroad
Continue to implement the Quality Assurance
Framework as a tool to drive up standards of
practice
SCD
Further integrate services for children with
additional needs
Expand Multi-agency working across the
Partnership
Ensure best Value for Money in our use
of resources
Develop and implement joint commissioning
approach as part of Aiming High for Disabled
Children programme
Undertake a review of SEN/CWD and Joint
commissioning development
Embed Team around the Child
Develop locality and integrated working across
youth provision
Continue to implement a robust departmental,
schools and children centre financial management
to ensure budgets are used effectively to meet the
Council’s commitments and strategic priorities
Support the Department and schools to embed a
Risk Management and Value for Money culture
Improve HR support to Managers with emphasis on
reducing Sickness Absence in CYPS
Improve the quality and quantity of appraisals in
CYPS
Review commissioning arrangements to achieve
better value for money in commissioning services
CPD
SCD
CMD
CLD
RD
RD
RD
RD
CPD
Sustainability
Priority Service Improvement Activity Lead
Focus on reducing carbon emissions and
adapting to climate change
Commission an audit of all schools to determine
where it would be appropriate and beneficial to
install Automated Meter Readers (AMR).
Each school in Lambeth to have received an
energy audit in order for us to identify worse
performers and create an associated plan of action
for schools and to be prepared for the Carbon
Reduction Commitment.
Appoint a schools carbon reduction officer
Explore the educational aspects of carbon
reduction, for example, school energy clubs,
RD
27

carbon detectives etc.
Develop a cluster of sustainability and energy
efficiency projects. These schools will then be able
to advise and assist the other schools through
shared learning.
Develop a role of ‘Schools Sustainability
Champion’
Establish funding for energy efficiency loans
provided to schools
Ensure that carbon emissions are a key factor in
Building Schools for the Future and any decision to
commission a new building or redevelop an older
one in order to cut future carbon emissions from
schools
BSFD
28

Appendix C - Managing our Performance in 2010-13
The department uses a number of tools and methodologies for managing, monitoring, reviewing and improving
performance. This consists of Lambeth Council’s Corporate Performance Framework, a departmental
performance framework underpinned by Departmental and Divisional Performance Digests, key performance
indicators and targets including Lambeth First’s Local Area Agreement (LAA). The CYPS is also accountable
for its performance to the Children and Young People’s Strategic Partnership. The department also receives
external challenge from Ofsted, with their themed inspections and scheduled and unannounced inspections, the
Audit Commission, with the Comprehensive Area Assessment (CAA) as well as internal and external audits.
Our key performance indicators and the strategic priorities that they relate to are shown in the table below.
Safeguarding Children and Young People
Children and young people are safeguarded and protected from harm
Priority Performance Indicator Lead
Continue to safeguard children and young
people
NI 59: More initial assessments carried out within 10
working days
NI 65: Fewer children becoming the subject of a Child
Protection Plan
NI 66: Improved timeliness of reviews of LACs;
Improved access to health and dental services for
Looked After Children
SCD
Further improve services for children and
young people with disabilities and special
needs
NI 54: Improved services for disabled children
Improved home to schools transport service
NI 103: Improved timeliness of assessments
NI 104: Reduced gap between SEN/Non-SEN
achieving KS 2 English & Maths
NI 105: Reduced gap between SEN/Non-SEN
achieving 5 GCSE A-C including English & Maths
ISD
Further improve stability and security for
children looked after
NI 62: Stability of placements of LACs: number of
moves
NI 63: Stability of placements of LAC: length of
placement
SCD
29

Supporting Children and Young People to Avoid Risky and Harmful Behaviours
Health promotion for children and young people is working and reducing risky behaviour
Priority Performance Indicator Lead
Further improve physical, mental and
emotional well-being of children and young
people
Further reduce substance misuse
Further reduce teenage pregnancy and
sexually transmitted infections
Reduce Childhood Obesity
Increased number of Schools achieving healthy
school accreditation
NI 51: More effective CAMHS
NI 56: Reduced obesity among primary age children
NI 57: Increased participation in PE and sport
NI 50: Improved emotional health of children
NI 115: Reduced proportion of young people using
illicit drugs
Reduced substance misuse admissions to hospital
NI 113: Reduced prevalence of Chlamydia
NI 112: Reduced under 18 conception rate
NI 55: Reduce obesity among primary school age
children in Reception
ISD &
CLD
CLD
CLD
NHS
Lambeth,
CLD
Further reduce youth crime
NI 19: Reduce rate of proven-reoffending by young
offenders
NI 43: Reduced number of young people sentenced
to custody
Children and young people are involved in decision making and are involved in positive activities
Priority Performance Indicator Lead
Provide more positive activities for young
people to do and participate in
NI 110: Increased participation in positive activities
More young people reached by publicly funded youth
services
CLD
CLD
Involving more young people, parents and
carers in decision-making
Increased number of children and young people
(including LACs) who communicated their views;
NI 199: Increased satisfaction with parks and play
areas
CLD
30

Raising Achievement and Narrowing the Gap between Children and Young People
Children and young people enjoy learning and achieve their full potential
Priority Performance Indicator Lead
Further improve attainment and
achievement
Further improve standards and experiences
for under 5s and their families
Further improve quality and number of
primary and secondary school places
NI 75: Improved KS 4 results 5 or more GCSEs at
grades A*-C
NI 101/102: Reduced gap between pupils on FSMs
and LACs and their peers
NI 87: Reduced absence rates
NI 114: Reduced rate of permanent
NI 72: Increased achievement of at least 78 points
across the early years foundation stage
NI 92: Narrowing the gap between the lowest 20% in
the Early Years Foundation Stage Profile and the rest
NI 109: Increased number of Early Years Sure Start
Centres
Phase 2 sample schools refurbished and extended.
An extra planned 9FE across the borough by 2012
through the primary school expansion programme,
including a new primary school in conjunction with
the Primary Capital Programme.
ISD
CLD
BSFD
Young people aged 16 and over are in higher education, employment or training when they leave school
Priority Performance Indicator Lead
Further improve opportunities for 14-19 year
olds
Further increase number of young people in
employment, education and training (EET)
Further improve transition from childhood to
adulthood
NI 80-83: Improved attainment of qualifications by the
age of 19
NI 117: Reduced number of 16-18 year olds who are
NEET
Increased number of young people receiving careers
advice
Increased number of EMAGs issued
Increased number of apprenticeships
ISD
CLD
CPD
CLD
31

CYPS Service Improvement
Improved quality of service delivered by CYPS
Priority Performance Indicator Lead
Recruit and retain more social work staff
Further integrate services for children with
additional needs
Expand Multi-agency working across the
Partnership
Develop a council-wide strategy to tackle
child poverty
Better recruitment and retention levels for social work
staff and improved quality of service through targeted
learning and development strategy
Improved joint commissioning approach as part of
Aiming High for Disabled Children programme
Successful SEN/CWD review and Joint
commissioning development
TAC meeting its targets for CAF completion and
having a positive effect on the number of young
people coming into care
Child poverty strategy delivered and poverty levels
reducing. Meet government target to halve child
poverty by 2010 and to eradicate child poverty by
2020
NI 116: Proportion of children in poverty
Reduce child poverty in Lambeth by 5.3% by 2011
NI 118: Increased take up of formal childcare by lowincome
working families
SCD
CPD
ISD
CMD
CPD
CLD
Ensure best Value for Money in our use of
resources
Robust departmental, schools and children centre
financial management ensures budgets are used
effectively to meet the council’s commitments and
strategic priorities
Improved Risk Management systems and Value for
Money culture including effective procurement
system.
Reduced Sickness Absence in CYPS
Improvements in quality of staff appraisals
RD
RD
RD
RD
32

Appendix D - Children and Young People’s Service Resources
The CYPS is one of the council’s five departments and comprises seven divisions. The core business of the CYPS is to provide statutory education
and safeguard from harm children and young people in Lambeth aged 0-18 years in accordance with the Education and Inspections Act 2006 and the
Childcare Act 2006.
In the financial year 2010/11, the overall budget is estimated at about £370 million, including £ 293 million government grants and other contributions
leaving a net cash limit requirement of £77 million – see table below.
Division
Number
of Staff
(FTE)
Employee
Costs
(‘000)
Supplies
and
Services
(‘000)
Third
party/
Transfer
payments
(‘000)
Grants and
other
contributions
(‘000)
Net Total
Funding
(‘000)
Building Schools for the Future 42.5 2,318 1,682 5,040 4,471 4,568
Community Learning 318.7 13,674 3,251 30,822 39,873 7,873
Commissioning and Performance 92.0 3,072 1,902 824 3,094 2,705
Change Management 45.5 2,094 92 1,603 3,222 567
Inclusion and Standards 357.4 16,838 15,374 35,747 59,168 8,791
Resources 66.0 3,936 306 178,270 178,197 4,315
Social Care 315.8 17,148 17,148 18,952 5,220 48,222
Total 1,338.0 59,274 39,754 271,260 293,245 77,042
33

People
There are1,338 FTEs posts funded from the core budget and grants.
Grade*
FTE Posts
Up to Scale 5 87.9
Scale 5-SO1 201.8
SO1- PO1 295.2
PO2-PO3 381.9
PO4-PO6 220.7
PO7-PO8 84.3
PO9 25.7
SMG2-3 32.1
SMG1 7.0
Executive Director
1.0
*and equivalent
34

The latest information/figures from our people management data as supplied human resources are shown in the table below:
HR Indicator (all snapshots as 31 March 2010)
Days/shifts lost to sickness absence per FTE (Annualised
average based on April 2009- March 2010 data)
Departmental
position
10.24
Staff turnover (April 2009- March 2010) 9.58%
% agency workers (31 March 2010) 16.26%
Number of agency workers 209
Women as % of workforce 71.19%
Number of staff in post – fixed term contract and permanent staff 1076
(as of March 2010)
FTE posts – fixed term contract and permanent staff 1004
Number of fixed term contracts 171
Number of permanent contracts 902
Number of casual workers registered 133
% workforce BME 62.92%
% workforce with a disability 4.86%
Age group 16-19 35
Age group 20-29 126
Age group 30-39 272
Age group 40-49 353
Age group 50-59 238
Age group 60-65 41
Age group 65+ 11
35

Children and Young People’s Service Budget
There are three main sources of CYPS funding, the respective percentages of which are shown in the chart below:
Departmental cash limit: This covers all the work of the CYPS required under primary legislation and associated legislations and is used to
support the strategic and operational responsibilities, the social care of vulnerable children, home to school transport, school improvement,
education awards, education psychology and youth and community provision.
Grants: This includes the ring-fenced Dedicated Schools Grant (DSG) to fund pupil related services and other specific grants such as Early Years
Sure Start, Standards Fund and Area Based Grant.
Client Receipts: This includes income from traded services to schools and other client services.
CYPS Budget 2010 -2011
Client Receipts and
other income
2%
Departmental Cash
Limit
22%
Government and
other grants
76%
36

Revenue budget
Division 2009/10
£’000
2010/11
£’000
2011/12*
£’000
2012/13*
£’000
Building Schools for the
Future 4,497 4,568 4,568 4,568
Change Management 497 567 567 567
Commissioning and
Performance 3,091 2,705 2,705 2,705
Community Learning 9,700 7,873 7,873 7,873
Inclusion and Standards 9,294 8,791 8,791 8,791
Resources 4,129 4,315 4,315 4,315
Social Care 47,629 48,222 48,222 48,222
Total 78,838 77,042 77,042 77,042
*Figures for 2011/12 and beyond are only indicative
Capital Budget
Division/ Project 2009/10
2010/11
2011/12
2012/13
£’000
£’000
£’000
£’000
BSF – Primary and
41,491 56,195 14,185 14,185
community
BSF – secondary 33,517 39,208 64,000 65,000
Fenstanton School 4,500 5,500 500
Shelley site income 2,375 125
37

Assets
CYPS is responsible for the following assets:
Type of establishment:
Number of
establishments:
Secondary schools 13
Primary schools 62
Special schools 5
Children’s centres 27
Playgroups 7
1 o’clock clubs 15
Youth clubs 8
Adventure playgrounds 9
Grant aided adventure playgrounds 5
Playing fields 3
School keeper’s properties 4
Miscellaneous sites 10
Total: 168
38

Appendix E - Risk Management
The financial impact of the recent economic crisis has serious implications for the future of public finances, including local government finance.
Although there is uncertainty over the exact timing and scale of reductions in local government funding, there is a consensus that the impact will be
significant in the medium term. As a result, the department will have to successfully balance risk, cost and value across all service areas in an
environment of increasing risk and uncertainty. Risk management will be integral in achieving this balance by:
Contributing to a robust, smart and cost effective risk and control framework at all levels driving conformance and performance
Focusing on objectives to drive greater value
Focusing on the risks most likely to affect services
Further embedding risk management into processes, anticipating, identifying, reporting, monitoring and mitigating risks at strategic and
operational levels so they can be successfully controlled, avoided, transferred, mitigated
Enable the department to undertake innovative approaches (which inherently carry risk) by providing tools to identify and mitigate emerging
risks
The most important current strategic risk is managing an increasing pressure on revenue budgets while delivering demand led services. Strategic
risks to delivering departmental priorities, such as recruitment and retention of social workers or reducing teenage pregnancy are listed in the table
below. The table also details the service improvement activities and/ or control measures that aim to mitigate these risks. These risks are reviewed
and updated by DLT at regular intervals. A more detailed departmental risk register is updated on an ongoing basis with emerging risks, and reviewed
monthly by DLT. The table below details the action needed to be taken to mitigate risks in CYPS.
39

Risk
CYPS budget not sustainable
due to pressure on demand led
budgets.
Insufficient number of suitably
qualified social workers to
discharge the Council’s statutory
duties
Ineffective measures to control
teenage pregnancy
Insufficient capital and revenue
funding to provide primary pupil
places in the medium term
Rise in the number of permanent
exclusions
Failure to support 14-19 strategy
will result in a rise in the
proportion of young people who
are NEET
Service transformation outlined in
the education vision delivered
through key projects such as
BSF and Team Around the Child
Threat or
Opportunity
Current
RAG
Status
Service improvement activity/ control measure
Threat Red Grants rationalisation project
Change management organisation rationalisation project
DLT away-days and DLT-plus sessions on budgets and strategic financial
planning
Schools forum consulted on providing further funding for family support
workers
Threat Red Well developed recruitment strategy including amended terms and
conditions, bonus payments, recruitment from abroad
Retention- strategy to retain and develop our staff includes controlled
caseloads, regular supervision, staff surgeries with senior managers, and
effective induction and staff development arrangements
Threat Red Strong partnership working
Implementation of media/ communications strategy for sexual health
awareness
Teenage Pregnancy Board
Implementation of project management approach
Threat Red Continue to lobby government for additional funding
Consult on use of DSG to fund revenue shortfall
Accurate pupil place planning/ projections
Threat Red Pilot mentoring project for black boys
Early intervention support (Park Campus)
Family learning project with Ebony supplementary school
Threat Amber Monitoring of Connexions delivery plan
Enterprise Plan and Target Achievement by 14-19 Partnership
Opportunity Silver Implementation of Extended Schools Programme to develop local school
as community hubs
School-buy in for BSF programme (Phase 2)
Ensure design facilitates transformation through design champion review
Embed appropriate change management in schools
40

Appendix F – Children and Young People’s Service Overarching Equality Impact Assessment
Tackling inequalities and social exclusion is one of the key cross-cutting themes that are central to our core business as a service provider, employer
and community leader. By law we are also required to have due regard to eliminating unlawful discrimination, promoting equality of opportunity and
good community relations when planning and carrying out our functions or policies.
Within this context the CYPS overarching equalities focus for 2010-2013 is to:
Tackle and reduce child poverty
Narrow the education achievement gaps for various social groups defined by economic circumstances, ethnic background, gender, mobility
and fluency in English
Reduce the disproportional exclusion of Black Caribbean pupils and young people with SEN who do not have a statement
Address disproportionate outcomes for BME young people in the youth justice system
Improve the accessibility to, and engagement with universal services for children and young people with disabilities and their families
Improve engagement with LGBT young people and access to services
Narrow the NEET gaps for different groups of young people defined by ethnic background, gender, disability, and vulnerability status, e.g.
young offenders and care leavers
Effectively implement equalities in Lambeth schools and monitor racist incidents
Support schools to tackle bullying and hate crimes.
Part 1- Identifying areas of focus
Brief description
of department and
service plan key
objectives &
relevant evidence
base
The Children and Young People’s Service (CYPS) comprises 7 Divisions. A Divisional Director heads each Division. Together
with the Executive Director, Divisional Directors make up the Departmental Leadership Team (DLT). The Cabinet Member for
CYPS Cllr Pete Robbins.
The 7 Divisions of CYPS are:
Finance and Resources
Inclusion and Standards
Commissioning and Performance
Building Schools for the Future (BSF)
Community Learning
Change Management
Children’s Social Care
The Children and Young People’s Service (CYPS/Department) works in partnership with other council departments and
41

outside agencies to provide services for children and young people between the ages of 0-19 and their families living in
Lambeth. The Department encompasses both the functions of an Education Authority and the statutory duties placed on Local
Authorities to safeguard children and young people. Many aspects of the department’s work are enshrined in legislation, for
example the Children Acts 1989, 2004 and 2006; and the Education Act 2002 and 2005.
A major focus of the Department’s work is on addressing vulnerability. Working with various partners, CYPS aims to ensure
that if a child becomes vulnerable or in acute need, services are in place to support them and their families/carers. The
Department recognises that not all children and families have the same opportunities, and therefore works to address
inequalities and social exclusion through targeted services.
Child poverty is a major issue in Lambeth with 1 in 3 children and young people living in families dependent on out of work
benefits. Poverty impacts disproportionately on some of the already vulnerable families such single parents, children and
young people growing up in families with a disabled parent, some BME groups, etc. CYPS is committed to work with partner
agencies to tackle poverty.
The main objective of the CYPS is to achieve local implementation of “Every Child Matters”. “Every Child Matters” comprises
the main plank of the government’s reform of children’s services in England. Enshrined in the subsequent Children Act 2004
and 2006, “Every Child Matters” has tasked every Local Authority to work in partnership with others to achieve a number of
long-term goals for children in their area. These have been summarised by 5 national outcome measures. In particular, the
government wants to see services being develop that will help children and young people to:
Be Healthy
Stay Safe
Enjoy and Achieve
Make a Positive Contribution
Achieve Economic well-being
The CYPS Service Plan supports the delivery of the above strategic outcomes within the priorities established by Council’s
Corporate Plan and partnership priorities identified in the Children and Young People’s Plan.
The CYPS has three key strategic aims:
Safeguarding children and young people
Supporting children and young people to avoid risky and harmful behaviours
Raising achievement and narrowing the gap between children and young people
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Summary profile
of service users
and under users
CYPS is responsible for providing services to 67,000 children and young people aged 0-19 years and their families. A large
proportion of these are from Black and Minority Ethnic (BME) groups. Although 38% of the total population is BME, 58% of the
resident child population and 80% of the school population belong to this group. 50% of the general population is White British,
according to the 2001 census.
Black African pupils form the largest ethnic group in Lambeth Schools with 23.3%, followed by Black Caribbean at 19% and
White British at 17.2%. There is a growing Black African and Portuguese pupil population in Lambeth schools
Lambeth also has a significant refugee population. Population mobility is one of the major challenges facing the borough with
a population churn of 20%. The average mobility in primary schools is 10% and in secondary schools it is 6%. In some
schools, however, mobility is as high as 25%. Mobility impacts on educational achievement of school children. It also presents
challenges in ensuring services are able to reach those in need, and targeting interventions.
Poverty and deprivation are significant factors affecting the lives of many children and young people in Lambeth. 1 in 3
children and young people live in poverty which is equivalent to about 34% of children and young people living in Lambeth.
There are also many children and young people who live in special circumstances, for example:
775 children and young people looked after aged 0-18 years
211 children and young people with Child Protection Plans
38% of Lambeth pupils are eligible for Free School Meals
27% of school children aged 5-16 are recorded at some point in their school career as having a Special Education Need
(SEN)
621 children and young people on the ICOUNT Disability Register, with a further 324 who could also be eligible
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Key service
delivery inequality
issues identified &
relevant evidence
base
Key equalities priorities:
Tackling and reducing child poverty
‣ Reduced Child Poverty by 2.1% in 2008 but need to accelerate progress if eradication objective is to be met by 2020.
A targeted approach is also needed.
What do we know?
‣ 38.2% of children and young people aged under 16 live in families dependent on out of work or in-work benefits,
equivalent to 19,770 children and young people
‣ Highest Coldharbour Ward - 52.7%
‣ Lowest Clapham Common - 23.2%
‣ Children living in lone parent households – 40% at risk
‣ BME children – 33% at risk
‣ Children in families with one or more disabled adult – 31% at risk
Narrowing achievement gaps for various social groups defined by economic circumstances, ethnic background,
gender, mobility and fluency in English
‣ Overall, educational achievement in Lambeth has improved at a faster rate than nationally, and the gap between
Lambeth and national performance has narrowed or been eradicated across Foundation Stage, KS 2 and 3. At KS1
the gap has remained constant with little improvement either in the LA or nationally
‣ GCSE (KS4 results 2009 best ever – 73% achieving 5+ A*-C. Lambeth now outperforms the national average
Still have evidence of this success not being shared equally by all groups, though there a continuing picture of
improvement across all KS as shown in the “Raising Achievement In Lambeth Schools” report 2009 summarised below.
‣ Caribbean
‣ Somali
‣ Portuguese
‣ Children on Free School Meals
‣ Mobile
‣ EAL
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Achievement by Ethnic Background
Key Stage 1
Achievement Gap: KS1 Results
80%
70%
60%
50%
40%
30%
20%
African
Somali
Caribbean
White British
Portuguese
Black Other
10%
0%
2003 2004 2005 2006 2007 2008 2009
In KS 1, the gap between the strongest performers (White British) and the weakest performers(Portuguese pupils) fell from 28
percentage points in 2003 to 25 percentage points in 2009. However, this remains an area where the gap remains the widest.
Caribbean pupils would appear to be making the least progress in closing the gap, whilst amongst African pupils and Black
Other pupils also seem to be stagnating. Portuguese pupils remain the lowest performing group but they would appear to be
making the most progress. Somali pupils, though smaller in numbers are also improving fast.
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Key Stage 2
Achievement Gap: KS2 Results
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
African
Somali
Caribbean
White British
Portuguese
Black Other
In KS2, the gap between the highest achievers (White British) and the lowest achievers (Somali pupils) has also narrowed
considerably from 43 percentage points to just 14 points. As with KS1, the progress made by Caribbean, African and Black
Other groups are making the least progress. The gap between White Pupils and Black Other has widened to 12 percentage
points in 2009 compared with just 3 points in 2003, whilst the difference African pupils have fallen behind by 3 points from their
starting point in 2003.
Somali and Portuguese pupils are two of the fastest improving groups.
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Key Stage 3
Achievement Gap: KS3 Results
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
African
Somali
Caribbean
White British
Portuguese
Black Other
At KS3 African pupils were 1 percentage point above their White British counterparts but by 2009 they fell to 3 points below
them, although African pupils have continued to improve, generally. Their performance improved from 60% in 2003 to 78% in
2009, whilst of White pupils improved from 59% to 81% during the same time period. Portuguese and Somali pupils remain
the fastest improving groups Somali pupils improved their performance from 19% in 2003 to 64% in 2009. Portuguese pupils
improved from39% to 68%. The gap between the highest performers (White British) and the lowest (Somali) is 17 percentage
points.
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Key Stage 4: GCSE 5+ A*-C
Achievement Gap: KS4 Results (GCSE)
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
African
Somali
Caribbean
White British
Portuguese
Black Other
GCSE results present a surprising picture overall. African pupils have kept their overall place as top performers throughout the
period 2003-2009, with 81% achieving 5+ A*-C grades, compared with White British pupils who achieved a 68% success rate.
White British pupils were also only 3 percentage points ahead of Somali and Portuguese pupils and 4 percentage points
ahead of Caribbean pupils. Black Other pupils were the second highest achievers with a 78% success rate.
Achievement Gap of Mobile and Non-Mobile Pupils
It has long been established that mobility affects achievement. Lambeth has the second highest total migration in inner
London with an estimated annual population churn of 20%.
Raising the attainment levels of mobile pupils and narrowing the gap with non-mobile pupils is a key challenge for CYPS. At
KS 2 the gap between mobile and non-mobile pupils narrowed rapidly between 2003 and 2007, when it was at its narrowest
(see chart below). Since 2007, however, the gap has started to widen slightly.
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Key Stage 2
Achievement Gap: Mobile and Non-Mobile Pupils
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
Mobile
Non-Mobile
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Although a similar situation also exists at KS3 and KS4, the gaps in both instances are much narrower than at KS2.
Key Stage 3
Achievement Gap: Mobile and Non-Mobile Pupils
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
Mobile
Non-Mobile
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Key Stage 4: GCSE 5+A*-C grades
Achievement Gap: Mobile and Non-Mobile Pupils
80%
70%
60%
50%
40%
M obile
Non-M obile
30%
20%
10 %
0%
2003 2004 2005 2006 2007 2008 2009
Achievement Gap of Pupils Eligible for Free School Meals
Social class differences have also been known to play a part in educational attainment. In the absence of relevant economic
and class data, eligibility for school meals is used as a proxy measure of poverty amongst pupils. In Lambeth 1 in 3 children of
school age (38.2%) live in families whose income is below 60% of the national median income. This is reflected in the
percentage of pupils who are eligible for free school meals. Whilst many BME children and families fall disproportionately into
this group, there are also White British children who are affected by poverty. Addressing the educational needs of pupils
eligible for free school meals will improve outcomes for White British children as well.
Disparity in attainment levels for pupils on free school meals is apparent at all KS levels. However, the gaps are narrowing as
shown for GCSE results below.
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Achievement Gap: Mobile and Non-Mobile Pupils
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
Eligible
Not Elligible
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Gender Differences
Girls have tended to outperform boys across all Key Stages, with the gap barely narrowing at KS1. In 2003, girls
outperformed boys by 6 percentage points in KS1 and by 8 percentage points in 2009.
At KS2, the gap has narrowed from a difference of 6 points in 2003 to 2 points in 2009. The gap at KS3 has also narrowed
from 5 percentage points to 2 percentage points in the same period.
After briefly overtaking girls in 2007 by 2 percentage points, boys have fallen behind again in GCSE (5+ A*-C grades). The
gap in 2009 was 24 points compared with 7 in 200.
Achievement Gap: Gender
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2003 2004 2005 2006 2007 2008 2009
Girls
Boys
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Achievement of EAL Pupils
Like many other inner London Boroughs, Lambeth has a high proportion of pupils whose first language is not English. Our
analysis of attainment data shows that most of our bilingual pupils with low levels of English fluency (stages 1and 2) have
been in KS1 and KS2. However, by the time that they reach secondary school far fewer are at this level. In fact bilingual
pupils who are fully fluent in English have tended to outperform pupils who are English speakers only.
School Exclusions
Reducing permanent exclusions remain a priority for CYPS. In 2008, the exclusion rate in Lambeth was 0.18% of the whole
school population compared with 0.12% nationally, mostly involving secondary school pupils. 66% were male pupils.
At 46%, Caribbean pupils still represent a disproportionate number compared to their composition in the general population.
There is also a disproportionate number of pupils special educational need but who do not have a statement who were
excluded. They comprised the biggest percentage of pupils excluded at 61% compared with the national figure of 79%.
Youth Offending
We have had some success in both reducing the numbers of black boys entering the criminal justice system and the rate of
which BME youths on ISSP have been reconvicted for further offences. 169 (data to be verified) BME youths entered the
criminal justice system in Lambeth in 2009/10 compared to 364 in 2008/09. The rate of re-offending by BME youths on ISSP
has reduced from an average of 8.8 offences over a two year period to 3.7 offences. (To be updated)
The prevention service within the YOS targets those most at risk of offending, in our context that is primarily black boys, the
work done with these boys by both the YOS and services commissioned by the partnership in sensitive to both the cultural
needs of the families and risk factors that they present. The YOS and its partners are representative of the client group in
terms of ethnicity. The partnership are required to produce a new youth crime reduction strategy within the current planning
cycle and the issue of the over representation of young people will be at the centre of that document.
Improving the accessibility to, and engagement with universal services for children and young people with
disabilities and their families
There were 775 children and young people on the ICOUNT Register at October 2009, though the mid-2007 ONS population
estimate suggest that the number of children and young people with disabilities could be nearer 1,100; a prevalence rate of
1.9%.
There are ethnic differences in the rate and type of disability/special needs. 63% of those on the ICOUNT register are from
BME groups; 23% were Black African and 19% were Black Caribbean.
There are increasing numbers of children with additional needs registering on the ICOUNT Register. Overall, the incidence of
SEN in Lambeth has also risen in the last 6 years, especially at School Action Plus, from 8.4% in 2005 to 11.5% of the school
54

population in 2008. National studies suggest that by 2021, 10 per cent of people with a learning disability will be from minority
ethnic communities.
We need to know directly from young with disabilities what they think the problems and solutions are.
The needs of children and young people are being addressed through the Children Trust Arrangements. The Children with
Disabilities Team support. The Common Assessment Framework and Team Around the Child both help identify and meet
needs early.
LGBT young people and access to services
The key objective as part of the new Youth Strategy centring on LGBT is to decrease homophobia at centres through
education and the YSS anti-bullying policy. There is partnership working with the THT, Stonewall and the Opportunities Fund
to deliver targeted services.
This will be heavily dependent on encouraging LGBT participation at centres. Currently there are only 25 LGBT clients
engaged with the mainstream service. CYPS will continue these to explore different ways to engage with LGBT young people
through LGBT trained outreach workers and club based workers.
In terms of addressing homophobic attitudes at centres and amongst workers, there is a partnership agreement with the
Terrance Higgins Trust (THT) whereby a targeted youth support worker has been based at the THT as part of the NRG
project. 2010-11 will see expansion and commissioning for recruitment of two youth workers. Amongst other activities, they will
be responsible for implementing LGBT training.
Arrangements will also be made with THT to deliver LGBT training to staff in all youth services, including Connexions and
Corporate Parenting.
LGBT is an area covered during induction training. The training will also be communicated to existing staff so that it can help
to promote a cultural shift and raise community awareness.
THT also have expertise in the area of homelessness through the NRG project which is linked in with Stonewall. Stonewall is a
housing organisation which has workers with LGBT training enabling them to deal with the additional issues that may arise
when trying to secure accommodation with an LGBT service user.
Work will continue as part of the Youth Opportunity Fund, encouraging applications from LGBT young people or projects
aimed at assisting LGBT young people. In addition, a review of the LGBT programmes of Westminster and Brighton was
undertaken to learn from other authorities regarding best practice on helping to remove homophobic culture within
programmes.
Narrowing the NEET gaps for different groups of young people defined by ethnic background, gender, disability, and
vulnerability status, e.g. young offenders and care leavers
55

Non-participation in education, employment or training between the ages of 16
and 18 is a major predictor of later unemployment, low income, depression, involvement
in crime and poor mental health. Although NEET levels continue to drop in Lambeth across all priority groups, this remains a
key priority for CYPS.
Key people
management
inequality issues
identified &
relevant evidence
base
• 7% of staff (2008 Staff Survey)
• 63% BME staff
• 71% women
• 5% staff with a disability
Top 5% Earners
• 48% women
• 33% BME
• 5% staff with disability
The main issue in CYPS is an ageing and predominantly female workforce.
Part 2 – Addressing inequality and social exclusion
Equality Equalities General Duties and Key
Key actions to be taken by the department
Strand
Legislation
Race Eliminate unlawful racial discrimination Further embed of Equality Impact Assessments and the establishment of
an EIA register, also ensuring that all EIAs are published
Ensure a robust race equality scheme action plan addresses issues
identified
Continue to monitor and report on racist incidents in schools
Evaluate and extend Sentinel Project to all schools to facilitate the
recording and reporting of racist incidents in schools
56

Promote equality of opportunity
Monitor BME representation amongst CYPS staff, including amongst
teaching staff
Promote good relations between people
of different racial groups
Gender Eliminate unlawful discrimination and
harassment on the grounds of sex
Promote equality of opportunity
between men and women
Disability Promote equality of opportunity for
disabled people
Support schools to develop and implement race equality action plans
through guidance
Address over-representation of BME staff amongst those who are
disciplined
Consult and engage with seldom heard groups
Continue to ensure specific identified needs of all communities are
addresses, e.g. educational attainment of White Working Class boys, as
well as BME groups
Address over-representation of black boys in key services identified in
the Service Plan
Monitor the representation of women amongst CYPS staff
Implement and monitor a gender equality scheme
Ensure the implementation of Sentinel Project in schools captures
incidences of harassment on grounds of sex
Develop and implement targeted staff development and training
Develop services that engage fathers, especially in parenting
Develop children’s trust arrangements with partners to further integrate
and improve services for children with additional needs
Develop and implement joint commissioning approach as part of Aiming
high for Disabled Children programme.
Eliminate discrimination against
disabled people
Eliminate harassment of disabled
people that is related to their disabilities
Promote positive attitudes towards
disabled people
Support schools to develop and implement disability action plan
Ensure Sentinel Project captures incidence of harassment in schools on
grounds of disability
Encourage disable people to take part
in public life
57
Consult and engage with children, young people and parents of children
and young people with disabilities in service planning and commissioning

Age Employment Equality (Age) Regulations
2003
Equality Act 2006
Continue to review and monitor recruitment and selection procedures to
eliminate indirect and direct age discrimination
Analyse age profile of department and seek to redress any imbalances
Ensure that revised/new employment policies are effectively
disseminated to existing and new employees. CYPS HR to facilitate inhouse
training to confirm understanding and compliance.
Sexual
orientation
Employment regulations 2003
Equality Act 2006
Monitor employee relations casework regarding sexual orientation claims
Contribute to corporate policy review of bullying and harassment and
equal opportunity policies with respect to sexual orientation
Ensure that personal information is retained confidentially
Ensure that revised/new employment policies are effectively
disseminated to existing and new employees. CYPS HR to facilitate inhouse
training to confirm understanding and compliance.
Religion and
belief
Employment regulations 2003
Equality Act 2006
Monitor workforce by religion and belief
Support management in applying flexible working practices in relation to
religion and belief
Review methods of recruiting and recruitment processes
Ensure that revised/new employment policies are effectively
disseminated to existing and new employees. CYPS HR to facilitate inhouse
training to confirm understanding and compliance.
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Appendix G – Children and Young People’s Service - Environmental Sustainability Impact Assessment
Summary
Children and Young People’s Service objectives, outcomes and key performance indicators under the council’s Respect for the
Environment priority.
The Children and Young People’s Service is committed to delivering its targets in partnership with Housing, Regeneration and Environment
department under the Lambeth Sustainability Action Plan which include:
Commission an audit of all schools to determine where it would be appropriate and beneficial to install Automated Meter Readers (AMR)
Each school in Lambeth to have received an energy audit in order for us to identify worse offenders and create an associated plan of
action for schools and to be prepared for the Carbon Reduction Commitment
Appoint a schools carbon reduction officer
Explore the educational aspects of carbon reduction. For example school energy clubs, carbon detectives etc
Develop a cluster of sustainability and energy efficiency projects. These schools will then be able to advise and assist the other schools
through shared learning
Develop a role of ‘Schools Sustainability Champion’
Establish funding for energy efficiency loans provided to schools
Ensure that carbon emissions are a key factor in Building Schools for the Future any decision to commission a new building or redevelop
an older one in order to cut future carbon emissions from schools.
Specific projects and policies promoting sustainability impact assessment include:
SEN Home to School Transport contracts
School meals contract
BSF school refurbishment
BSF new school buildings
Sunnyhill Primary School Children’s Centre
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For further information please contact:
Policy and Planning
International House 7th Floor
Canterbury Crescent
London, SW9 7QE
Website: www.lambeth.gov.uk
CYPS/CYPP (06.10)