The document highlights the challenges and strategies in improving health and well-being in Lambeth, emphasizing the need for community engagement and partnerships in public health initiatives. It discusses various interventions focused on prevention, addressing inequality, and transforming public spaces to promote healthier lifestyles. The future approach involves leveraging community assets, maintaining public spaces, and fostering collective responsibility for sustainable health outcomes amidst significant budget cuts.

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2. Strong body of evidence about what makes healthy places and healthy communities
Challenge is how to deliver and embed such important aspirational outcomes.
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3. • Budget – austerity keeps biting –
Between 2010 and 2016 we will have only 50% of our budget – another 90.4m
• Health Needs – worsening
Hypertension – cardio vascular – 25% all deaths
Violence related health
Childhood obesity – 24% year 6 obese
There is likely to be high numbers of undetected diabetics, hypertension and heart disease in Lambeths population.
High levels of mental health
• Lambeths population
Growing – 15% increase by 2028 (from 2011) – housing growth 1500 homes pa
Highly dense with over 113 residents per hectare.
73.2% live in flats
Mobile
31% children live in poverty
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4. This all points to the need to focus on interventions that prevent and improve health and wellbeing.
Recognise – needs to be in partnership But we also recognise we have a democratic mandate to lead and enable the right outcomes.
In particular we have some key statutory roles ‐
Public Health – Health and social care Act 2012
From April 2013, the responsibility for population based health improvement through the provision of Public Health specialist advice, strategic responsibility and the
commissioning of a range of health improvement services transferred to local authorities.
Planning Critical role in transformational change – maintains its role and ability to intervene and shape outcomes in the public interest. Strong policy context but a
policy basis that is very much informed by evidence and the community
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5. Lambeth has a strong vision based on opportunity and fairness.
Recognising and seeking to address inequality – health, jobs, housing and educational attainment.
Focus on prevention.
Developing resilience in the community – citizens can take greater responsibility for their own needs
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6. NEP Programme :
£2m public realm scheme
Radical new approach we took in north Lambeth,
Worked together with local people from the outset.
Local people led the conversation and worked together with staff and councillors to consider cost benefits and what really
mattered most.
People came together over a period of time and identified then voted on their key priorities
Safer with slower traffic speeds
Greener
Better cycle routes
By working together the priorities spoke to much broader outcomes around health and active lifestyles and about creating spaces
which support wellbeing – it was no longer just about sleeping policemen and bollards! – new piazza, play streets, greening.
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7. We are thinking about how we make the most of dormant or unused assets as ‘meanwhile spaces’. Short term transformational
activity
This April Block Workout opened its first Street Gym on a former loading bay in Brixton as part of a wider regeneration
programme. It is an idea which came from local people and makes use of an asset which would have lain dormant. It offers
exercise space, equipment, certified personal trainers, and encourages local people to improve their lives through exercise and
fitness. It is also growing social connections and cohesion; and supporting resilience.
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8. Large scale Transformation for an area suffering from poor connectivity, ASB, and rise in serious crime.
Part of a wider opportunity area – aspirations for a new district centre – growth – 8000 new jobs and 3,500 homes.
Massively compromised environment – dominated by road traffic, poor environment for cyclists and pedestrians – but good
interchange – just don’t linger in the place.
Master planning – SPD – set out principles and vision. Working with TfL to model alternative transport solutions – and jointly
commissioned urban design consultants (East) to
truly transform public realm, new development potential and a new interchange experience. Conversations with the community
in November on principles – starts with creating a good place – not solving a transport problem
Vauxhall NTE – ensure it is thriving – use collective powers – to create a safe place through public realm changes, enforcement,
licensing.
Important NTE – but raising crime, ASB – impact on health and police
Between 2012‐13 significant increase in violent crime and theft. Nitrous oxide use, noise nuisance
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9. Transformation ‐ Working with police, Vauxhall One (BID). Vauxhall one wardens, Dispersal order. business crime reduction partnership,
Public realm changes.
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10. But there are real opportunities joining up green space.
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Vauxhall One worked with local residents to create a connectivity to the open spaces in the local area – to encourage
sustainability, food growing, inclusion, walking destination – which it will be calling a “promenade of curiosities”
Working with our partners we want to create vibrant Green Links and strong Urban connections. We want our public realm to
create a striking and strong new identity for Vauxhall, so it's clear to employees, residents and visitors that ideas and energy are
what Vauxhall is all about.
The design would connect up three of Vauxhall’s existing parks and link Vauxhall to the South Bank and its rail arches to the river.
Routes would be marked out by clusters of eccentrically‐ pollarded London Plane trees.
One of the key features of the design is the rain gardens along the promenade separating the new cycle and pedestrian
pathways. These will reduce surface water run‐off and will be planted to reflect the changing seasons – with flowers in spring and
summer and a focus on foliage and architectural forms in autumn and winter.
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11. Myatts Field North – another large scale intervention – on site. 900 new homes – mixed tenure
High levels of ASB but also violent crime –
Largely as a result of the design of the estate – isolated, unsafe spaces
Master plan returns the place to streets and reconnects with its surroundings.
PFI ‐£200m
Regenter, PRP.
Vision – mixed use – and new significant park.
But – transformation of place needs to be supported by a host of other interventions to reduce inequalities, improve health and
social and economic outcomes. Community champions – support new parents, health champions – preventative healthy living
agenda, pathways into employment.
The grind eating away at the souls of mums and dads who are struggling to get by is made worse by the environment you live in.
You get a picture of people locked away behind their front doors .. Parent –VassellWard
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12. BUT not all interventions need to be large to have impact
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13. Van Gogh Walk – 700k
Place making Awards 2013
Public participation in planning
The public came to us because they wanted to transform a street into a place where people could meet, play and gather
What local people are saying:
“Things developing nicely‐ all sorts of people all ages making use of it and really friendly vibes, lots of great feedback particularly from the
original guys who used to play footie down there..now back and playing basketball..and including little kids in the games..fab!”
“I just wanted to say a big THANK YOU for all the work that you have done to transform Isobel Street. The end result looks lovely ‐ very
smart to look at, and yet relaxing to walk down as your eye is drawn to all the plants and engravings. We feel that it is a real asset to our
local area.”
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14. Community led the transformation.
The community saw our officers as always saying no – dinosaurs preventing things from changing. Not a fair summary but
triggered a change in approach – handed the transformation and enforcement to the community.
Strong community leaders were supported to take over public space and we transferred enforcement powers over to them. They
worked together and set up a farmer’s market, and café culture.
We did the road paving, but they did the community organising and really took ownership.
This has led to tangible improvements for the village – more jobs, greater sense of identity and fewer empty shops.
A dreary space ‐ transformed into a thriving local centre.
95% of local people feel the changes have been worthwhile,
84% feel there is an improved sense of community,
72% shop there more and
64% feel it is a safer place.
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15. 92% of local businesses feel that the changes have been worthwhile.
The Council has made a moderate investment into the fabric of the place, but the results have been achieved by brokering a new deal with
the community where the local businesses now manage the public realm, with activities such as a Sunday market, film nights and an
outdoor piano. The result sustainable and is likely to grow and develop.
The Herne Hill Forum have been hugely successful in supporting the local economy in Herne Hill. They have successfully delivered a range of
projects, which includes: a monthly market of 60 stalls, installed a piano for public use, mobilised volunteers to build a huge range of
planters to green the centre of the area, put on very successful free film night in the central square and a Halloween event for the children.
As a result of these actions foot fall has increased to around 4,500 on market days, local traders have reported an increase in profits, many
by 50‐60%, two previously vacant and derelict shops have now been taken on and refurbished and there is a waiting list of over 160
prospective local businesses wanting to be part of the market.
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16. Edible Bus Stop – over 120 community food growing schemes
Edible bus stop, came from the community. They did not want a new housing development on a piece of neglected land so
worked together to tend the land, grow food.
It demonstrates how we have used minimal funding (£30k), service design thinking and a prototype approach to support our
communities to lead on the things they are passionate about. The edible bus stop has its own twitter account and is and
approach which has been exported across London. We now have around 120 food growing spaces across the borough
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17. PREVENTION – Public Health approach ‐ Food Flag Ship Borough – key target re obesity
We have also been awarded £1.2m across as one of two food flagships to develop
* A systemic shift towards prevention
A community led infrastructure that understands and influences the food system
A vibrant and prosperous food culture that promotes health and wellbeing
Some of the practical things we will be doing include
work in schools around healthy eating and free school breakfasts, not just free school lunches and tackle holiday hunger
Expand innovative programmes like Natural Thinkers, Edible Playgrounds and the GP Food Growing Cooperative.
Support new food start ups
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18. Early Intervention – partnership – Health, National children’s bureau, Community, police and LA LEAP
At a time of massive cuts, this £36m programme is a huge achievement and testament to our cooperative approach. The funding
will be used to support innovative work which focuses on the prevention of developmental problems during pregnancy and in
children’s early years.
The partnership brings together Lambeth Council, the National Children’s Bureau, Lambeth Clinical Commissioning Group (CCG),
Kings Health Partners as well as local voluntary organisations, community groups, parents, babies and children, the Young
Lambeth Co‐operative, schools, nurseries and the local police.
A third of the £36m we have secured through LEAP will be invested in diet and nutrition.
For the first time we will be able to measure the long term impact of such an investment. We will also be using this money on
some exciting capital projects the redevelop our children’s centres, create new outdoor spaces to build active lifestyles into all
the work we are supporting.
“Preventative services are where we are at.. We also want to reduce inequalities. If we can reduce the number ofpeople going
into treatment, the more we can help across the population ” Andrew Eyres Chief Officer Lambeth CCG
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19. Future ‐
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20. What does all this tell us –
1. We cannot be in denial – all LAs are faced with massive cuts – there has to be another way otherwise the lack of resources to
maintain our public spaces will impact on equality, opportunity, wellbeing and active lifestyles:
2. Importance of our community and our partners – stepping up and being part of the solutions – parent champions, health
champions – preventative healthy living agenda – motivate people in their communities to get involved in healthy social
activities, important role of the business community ‐BIDs. Need to explore how our citizens, Businesses, Voluntary Sector can
take on responsibility for management and maintenance of public spaces.
3. Continue to use our physical assets effectively‐ but targeted and high quality and co delivered with the community. In
Lambeth we do have capital resources – S106 and CIL, Disposal of assets no longer required, transfer of assets to community –
Young Lambeth Co‐operative, Black Prince Trust. Building new social and community infrastructure that supports wellbeing eg – 4
New/Refurbished Leisure Centres. Clapham Leisure centre – activity has gone up by 250%.
new leisure centres
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21. 4. Focus on what works and things the community have identified
20 mile speed limit across the borough, a borough‐wide tree planting programme and new cycling strategy
BUT conversations about who takes responsibility for long term stewardship. IT HAS TO BE ABOUT COLLECTIVE OWNERSHIP
5. Importance of practitioners understanding the relationship between place, health and wellbeing. Public Health methodology
Strategic workshop – working closely with health and Design Council
6. We need to hold onto important powers to ensure we can shape our communities ‐ important that planning is not marginalised and de‐regulated.
We need strong licensing powers – healthy food outlets and safe and respectful town centres
7. Focus on prevention and early intervention – but this is generational and we need to hold a long term vision to deliver real and tangible
changes.
Finally the environment has a profound impact on individual, family and community wellbeing. It is a fundamental element of feeling pride
in where you live – we have a collective responsibility to enable all our citizens to live in places where they can be active, safe and have a
sense of wellbeing.
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