The Lambeth Council cabinet met to discuss and approve three strategies designed to promote economic growth and opportunity in the borough. The Inclusive Talent Strategy, the Night Time Economy Strategy, and the Creative Economy Strategy all aim to support Lambeth's 2030 Borough Plan and contribute to making Lambeth a place of equity and justice.

Inclusive Talent Strategy 2025-2030

The cabinet approved the Lambeth Inclusive Talent Strategy, which aims to create skills and employment opportunities for all communities, with a focus on improving financial stability and prosperity for young people, economically inactive individuals, and those with disabilities.

Councillor Marcia Cameron, Cabinet Member for Economic Inclusion, introduced the strategy, highlighting that it forms part of the Lambeth Growth Plan and contributes to achieving Lambeth's 2030 Borough Plan ambition of equity and justice for all.

The strategy is supported by a detailed action plan with measurable ambitions and partnership-based delivery.

Key aspects of the strategy include:

• Creating pathways into good work opportunities for all residents.
• Promoting an economy of good work where residents are financially resilient.
• Ensuring the skills and employment system works hand in hand with industry.
• Establishing a skills and employment system where partnerships are strong and founded on shared ambitions.

During the discussion, officers clarified that the strategy was informed by consultation with residents, partners, and community organisations, and that priority groups were identified using local data and feedback. The strategy adopts a trauma-informed and flexible approach, allowing delivery to adapt to changing economic conditions, and encourages cross-council collaboration and alignment with regional strategies.

Councillor Claire Holland, Leader of the Council, reinforced that the inclusive talent strategy is at the heart of inclusive growth, and that bringing residents into the heart of the strategy is vital if Lambeth is to be a borough of equity and justice.

Councillor Fred Cowell, Cabinet Member for Digital, Data and Resident Experience, noted that the strategy identifies priority groups within Lambeth that need support in order to have social economic mobility.

Councillor Dr. Mahamed Hashi, Cabinet Member for Safer Communities, said that he liked that the strategy looks at capacity-building and teaching, and specifically the line about providing tailored support to create pathways into the growth sector, not just depending on those growth sectors.

Lambeth's Night Time Economy Strategy

The cabinet approved the Lambeth Night Time Economy Strategy, which aims to celebrate Lambeth's 24-hour identity, supporting inclusive economic growth, community engagement, and safety.

Councillor Marcia Cameron introduced the strategy, noting that it seeks to protect and enhance the borough's cultural and creative offer while ensuring a safe and welcoming environment for residents and visitors. The strategy was developed through a ground-up approach informed by lessons from the Vauxhall Night-Time Enterprise Zone pilot.

The strategy aims to create an inclusive, vibrant, and safe experience in Lambeth between 6 pm and 6 am. The positive impacts of an improved night time experience are broad, including improving the local environment and transportations, helping residents access social and cultural opportunities at night, strengthening feelings of connection to and pride in the community, and protecting jobs, vibrancy, and visitor destinations in the borough.

Key components of the strategy include:

• A business-friendly Lambeth, addressing challenges and opportunities for night-time businesses and workers.
• A focus on culture and the visitor economy, supporting Lambeth's night-time cultural venues.
• Improvements to space and place, enhancing the physical environment and navigation at night.
• A commitment to inclusivity and wellbeing, ensuring safety and inclusion at night.

During the discussion, Councillor Rezina Chowdhury, Deputy Leader of the Council (Sustainable Lambeth and Clean Air), highlighted the importance of community safety and safeguarding, particularly for younger residents using the night-time economy, and suggested that schools, youth services, and safeguarding partners should be closely involved in delivery. She also welcomed the inclusion of all town centres in the strategy and the opportunity to support local neighbourhoods with extended opening hours.

Councillor David Bridson, Cabinet Member for Healthier Communities (job-share), noted that new national and regional powers could be used to support local businesses and revive high streets.

Officers clarified that consultation sessions had been held with both older and younger residents, ensuring diverse perspectives were captured, and that young people had identified cost and safety as key issues, and that the strategy included actions to address these through targeted events and partnerships. Officers also advised that delivery would align with the council's Child Friendly Lambeth commitments and the Safer Lambeth Partnership, and that collaboration across departments and agencies would ensure a coordinated and inclusive approach to implementation.

Creative Economy Strategy

The cabinet approved the Creative Economy Strategy, which aims to position Lambeth as a leading creative borough by promoting growth, sustainability, and inclusivity across the creative and cultural sectors.

Councillor Marcia Cameron introduced the strategy, noting that it seeks to nurture creative talent, support businesses, and increase access to career pathways for underrepresented groups, and provides a framework linking creative industries with education, skills, regeneration, and economic development initiatives.

The strategy's mission is that by 2030, Lambeth's world-leading creative economy will be stronger and fairer, with its communities at the heart of the UK's creative growth.

Key components of the strategy include:

• A more resilient and sustainable creative economy, strengthened through connection, knowledge sharing, and advocacy.
• A creative economy that grows in size and reputation, with more good jobs, thriving businesses, and affordable workspace.
• A more representative, equitable, and inclusive creative economy, accessed and enjoyed by local communities.

During the discussion, Councillor Danial Adilypour, Deputy Leader of the Council (Housing, Investment, & New Homes), asked about what the council was going to do to take advantage of the opportunities presented by advances in digital technology, and also being aware of the risks that poses.

Officers advised that the strategy aimed to help grassroot cultural organisations access new technologies and build digital and AI skills through partnerships, enabling them to innovate and benefit from emerging creative opportunities. They also noted that programmes like Next Us, funded by the Mayor of London, sought to break down barriers for vulnerable young people, including those not in education, employment or training and care-experienced residents, helping them pursue creative careers.

Councillor Ben Kind asked how the strategy can guarantee access to the creative industry pathways for young residents, particularly those who do not see the creative sector as being for them, and how the creative sector investment will link directly to the Inclusive Talent Strategy.

Officers responded that the strategy sets out aspirations to work with London Southbank University to ensure that some of the more grassroots cultural organisations have the access to the tech and therefore the skills to take advantage of those technologies. They also mentioned the cultural passport scheme, which aims to give a formal framework so that all young people through their different ages of schooling and education are able to access and engage the opportunities that some of the major institutions on the South Bank offer.

Councillor David Bridson asked how the council was making sure that they were not being too focused on South Bank and those big massive employers, and actually focus on the small ones too.

Officers responded that they had set up future workspace funds using council investment which they then co-invested with Big Issue Invest, and that they continue to provide wraparound business and all types of advice that some of them need. They also mentioned that they were very fortunate in London to have 20 national portfolio organisations, and that they utilise and leverage their really good relationship to the Arts Council England.