Budget Engagement Survey 2026/27
Budget Engagement Update 2026/27
Following on from our analysis of the responses, please find update below.
More than 5,000 Lambeth residents fed back on how the local authority could direct its spending over the next four years. This comes at a time where rising demand for essential council services, and the rising costs of providing those services, is putting huge pressure on the council’s budget.
Lambeth, in common with many councils across the capital, faces a serious financial challenge due to both funding levels and rising demand for vital services.
Savings worth £84million must be found by Lambeth Council over the next four years to set a balanced budget as required by law, meaning difficult choices must be made about prioritising where the remaining money will go.
Residents said the council should prioritise spending on waste and street cleaning, tackling violence and anti-social behaviour and services that support vulnerable residents. They also suggest making efficiencies like renting out council buildings and increasing income by holding more commercial events as ways to help close the budget gap.
The new council report sets out how the feedback will be put into action.
Cllr Judith Cavanagh, Lambeth Council’s interim Cabinet Member for Finance, said: “We thank the thousands of residents who shared their ideas for how we can best meet our budget challenge.
“Like many councils up and down the country trying to balance the books due to demand pressures on statutory services and a generation of chronic underfunding by previous governments, Lambeth faces a significant funding crisis. Despite growing demand for essential services, council’s finances have faced real terms cuts in central government funding since 2010.
“We are determined to protect the frontline services our most vulnerable residents rely on the most, but it’s really important we do that with the input of local people, getting their views on where we can best spend our remaining budget.”
In addition to the 5,155 people who completed the budget survey, discussions were held in person at in-person meetings, and an easy read version was produced for people with learning disabilities.
To have more detailed discussions with under-25s the council held conversations at the in-person Children in Care Council meeting, the SEND Youth Council meeting and a meeting of the Youth Council.
When asked for their top three priorities for the council to spend money on, the most selected priority was ‘cutting violence and anti-social behaviour’. This was chosen by 40 per cent of respondents. The second and third-most popular priorities were ‘waste, recycling and street cleaning’, and children’s social care, which were chosen by 39 per cent and 31 per cent of respondents, respectively.
The new report also sets how efficiencies are being made in the council’s budget in line with residents’ ideas, including renting out council office space, cutting the number of senior managers, moving more services online using digital technology and artificial intelligence which provides opportunities to improve services for local people, and raising more income through holding commercial events.
As part of this budget update, the impact of the national funding changes and provisional local government finance settlement have also been set out for the first time following the government’s national consultation in 2025.
Cllr Cavanagh said: “ The first multi-year settlement from government in nearly a decade is welcome and provides stability for councils to take a longer-term view.
“The council’s lobbying for changes to the consultation to support inner-city areas like Lambeth has had some success, with additional support for the council over the next three years. Additional funding above our expectations is welcome and while these positive changes are encouraging, they cannot undo over a decade of structural underfunding from previous central governments.
“The overall funding position and the challenging financial situation means the council will need to find more savings ahead and will have to apply for further financial support from the government. This additional support will enable the council to make the necessary transformation that will ensure we are able to deliver our savings whilst protecting services putting us on a path to a secure financial future.
“We are proud that we have managed to maintain funding for vital services where possible that support some of our most vulnerable residents. Councils will need further, sustained support to protect the services their residents depend upon, and we will continue making the case to government and lobby for more resources on behalf of Lambeth and our residents.”
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Phases
Analysis of results
We received over 5,000 responses to our online survey. We are now carrying out detailed analysis of these and will be providing further information in due course. Thank you to all who took part, your contribution is valued.
Introduction
The aim of this engagement exercise was to:
- raise awareness amongst local residents and stakeholders of the extent of Lambeth's budget challenge
- ask for suggestions as to how to prioritise council spending, as well as asking for suggestions as to how to raise and save money
During the period 22 September - 19 October we:
- Hosted a survey on the council's engagement platform, GoVocal
- Distributed hard copies of the survey to our libraries
- Deployed our market researchers to libraries, leisure centres and markets in addition to the Health and Wellbeing Bus and a 'Meet the Landlord event' in order to assist with the completion of surveys
- Attended a number of online and in person meetings to promote the survey and to have focused discussions on topics relating directly to the survey
Survey
In addition to the core survey we also produced an easy read version.
In total we received:
- 5155 core survey responses
- 34 easy read survey responses
Of the core survey responses:
- 415 were completed face to face with support from the market researchers
- 57 paper copies were completed in libraries
- 4683 were completed online
- Of the Easy Read surveys, 33 out of 34 were completed in libraries
13 paper copies were started but not completed.
Communication and promotion
Our budget consultation received a total of 5,189 responses over the four-week consultation period. We achieved this through a multi-channel campaign that utilised organic and paid digital, as well as print communications.
Email was our most impactful organic channel, and we saw a significant increase in website visits when our larger emails were sent out. We sent a total of 218,020 emails, which led to 70,946 unique email opens and 5,097 clicks. Overall, the results demonstrate strong reach and engagement, confirming that email was an effective channel for driving participation in the campaign.
We supplemented our email campaign with organic and paid socials on Meta and Google. Our paid ads were seen 491,874 times and generated 12,099 clicks. The consultation page received a total of 30,000 page visits. We supplemented our paid social media efforts with organic social media as well, with LinkedIn and Instagram being our most successful platforms. Twenty-seven posts were sent out over the four-week consultation, resulting in 30,390 impressions.
We also released three videos, which differed in their hook. They were viewed a total of 125,183 times. We also had an excellent hook rate, where people stop scrolling to view our video, of 78.5 per cent for our best-performing video. We found that strong and punchy opening lines performed the best for all assets, including socials, but particularly so for videos.
For physical communications, we had 207 posters and 4,240 leaflets delivered across the Borough. These went to libraries, leisure and sports centers, VCS organisations, community halls and hubs, our housing office and to our team to be able to distribute at events. Lambeth Talk was also used as a physical method; an article was featured in the edition that went out on 24 September. There is a small spike in website visits on 25 September, which we can attribute to this.
Other engagement
During this period, we attended the following events to promote the survey:
- Meeting of the Lambeth Forum Network (online)
- Voluntary and Community Sector Network event (in person)
- Violence Against Women and Girls Forum (online)
In addition, we attended the following events to have more detailed discussions with young people aged 12-25:
- Children in Care Council (in person)
- SEND Youth Council (in person)
- Youth Council (in person)
Feedback from young people
We would like to express our heartfelt thanks to the young people who took part in conversations with us. Across the three groups we spoke to their top three priorities for council spending were:
- Helping people with housing
- Schools
- Helping vulnerable adults
Here are some of their comments:
“You can train up people but where are the jobs?”
“If you live in a concrete jungle Parks and Open Spaces are good for mental health.”
“Community groups are good because people have spaces to go that directly have a positive impact on them. I’ve got personal experience seeing people change and leave gangs because of that when I went to the group at the church.”
‘If you pick vulnerable children you have to pick vulnerable adults, you can’t have one without the other’
‘Housing homeless families is the most important thing, families don’t have a place to live they can split apart’
‘So much money wasted on care agencies – why should they be making a profit?’
‘Help with getting jobs is really important’
‘Saving and raising and quite connected. Sponsorship is somewhere in the middle’
‘I think the Council is more about spending money than raising money so they should concentrate on getting things right first time’
Easy Read survey responses
Here is a summary of the 34 Easy Read survey responses:
Most respondents prioritised spending on helping older people who need care, supporting children (including those with special educational needs), keeping streets clean and collecting rubbish, libraries, and tackling homelessness. Stopping crime and anti-social behaviour, supporting people with disabilities, and funding schools were also frequently mentioned as important.
There was strong support for continuing to help people who need care and housing, even if it means stopping other things, though a few respondents were unsure or opposed.
Many suggested the council could save money by:
- Working with community groups or volunteers to run services more cheaply
- Renting out or selling council buildings and assets
- Putting more services online and using technology or AI
- Reducing staff costs, consultancy, and executive pay
- Merging or sharing services with other councils
- Increasing efficiency and fighting corruption
To make money, popular ideas included:
- Renting out council buildings and spaces, and hosting events or filming [multiple responses]
- Fining for anti-social behaviour, fly-tipping, or welfare fraud
- Running a local lottery
- Charging more for services like garden waste collection
- Raising council tax
- Selling unused or non-essential assets, but not to private companies
Some respondents raised concerns about council communication and accessibility, suggesting the council should listen more to residents and not exclude those who are not online. There were also calls for better procurement, contract management, and ensuring value for money.
A few respondents expressed opposition to spending on climate change initiatives or on certain groups but these were in the minority.
Overall, the strongest trends were support for social care, children’s services, cleanliness, libraries, and practical suggestions for saving and generating money through better use of council assets, efficiency, and community involvement.
Core survey responses
Question 1
Maintaining services for vulnerable people
Over two-thirds of the council's budget is spent on providing social care for vulnerable adults and children and on providing housing for homeless families. We have a legal duty to provide many aspects of these services. How important is it to you that the council continues to maintain these services, even if it means reducing other services?
Maintaining services for vulnerable people
Question 2
Imagine you are in charge of setting Lambeth Council’s budget. We must save an extra £84 million over the next four years, on top of £99 million of savings already agreed. With a significantly reduced budget, what would be your top three priorities to spend money on? This is for us to understand what our residents find important. We will consider this as we make tough choices about the future of local services. This list includes services we need to deliver to a certain standard by law.
Question 3
Please give reasons for your answer
Thematic summary of responses:
Respondents overwhelmingly prioritised support for the most vulnerable in society—especially children, families, people with disabilities, and homeless households. Many emphasised that protecting these groups is both a moral and legal duty, and that early intervention prevents greater costs and social problems later. Special educational needs (SEN) and support for disabled people were repeatedly highlighted as underfunded and essential.
Education and schools were the next most frequently cited priority. Respondents see education as the foundation for individual and community success, crime prevention, and long-term economic health. Many linked investment in children and schools to breaking cycles of poverty and reducing future demand on social services.
A clean, safe, and well-maintained environment—especially waste collection, street cleaning, and upkeep of parks and public spaces—was also a dominant theme. Many argued that these services benefit everyone, foster civic pride, improve mental health, and deter anti-social behaviour and crime. The “broken windows” theory was cited: visible neglect leads to further decline and social problems.
Tackling violence and anti-social behaviour, particularly in Brixton and Streatham, was repeatedly described as urgent. Many residents feel unsafe and believe that visible policing, community engagement, and youth support are needed. Several linked crime reduction to investment in education, jobs, and early intervention.
Affordable, decent housing—especially for homeless families—was another major concern. Many respondents criticised the state of council housing, the cost of temporary accommodation, and the inefficiency of housing management. Some called for more council house building and better use of empty properties.
Libraries and leisure centres were valued as inclusive, accessible community hubs, especially for those without private space or resources. Many noted their role in supporting vulnerable people, education, and social cohesion.
A significant number of respondents criticised council spending on “vanity projects” such as LTNs (Low Traffic Neighbourhoods), climate change initiatives, and events, arguing these should be deprioritised in favour of core statutory services. Others, however, argued that tackling climate change is an existential priority and should be integrated into all council activities.
Many respondents expressed frustration at being asked to choose between essential services, describing the exercise as divisive, unfair, or a false choice. Some called for more information on council finances, greater efficiency, and lobbying central government for more funding.
There was also a strong call for better management, reduced bureaucracy, and more accountability in council operations. Some suggested greater use of voluntary and community groups to deliver services and fill gaps.
A minority of responses questioned the extent of support for vulnerable groups, suggesting stricter eligibility, more personal responsibility, or a focus on services that benefit all taxpayers.
In summary, the most common priorities were:
- Protecting and supporting vulnerable children, families, disabled people, and homeless households
- Maintaining and improving schools and education
- Keeping streets, parks, and public spaces clean, safe, and well-maintained
- Tackling violence and anti-social behaviour
- Providing decent, affordable housing
- Valuing libraries and leisure centres as inclusive community assets
There was widespread frustration with the state of the public realm, rising crime and anti-social behaviour, and the perceived inefficiency or mismanagement of council resources. Many called for a focus on “core” services, prevention, and long-term investment in people and places, while a significant number challenged the premise of the survey itself.
Question 4
Below are some of the ways that the council could save money or increase revenue. Select any measures that you agree the council should consider.
Question 5
If you have any suggestions about how we could save money please tell us about them here
The most common suggestions from respondents focused on the following themes:
1. Reduce Spending on Non-Essential and “Vanity” Projects
- There was significant opposition to spending on Low Traffic Neighbourhoods (LTNs), cycle lanes, parklets, planters, and other “green” or “climate” initiatives, which some see as expensive, divisive, and not core to council responsibilities
- Many called for a halt to new traffic schemes, expensive road changes, and decorative projects, arguing these are “nice to have” but unaffordable in the current climate
2. Cut Senior Management and Staff Costs
- A significant number of respondents want to see reductions in the number and pay of senior managers, directors, and councillors, with many citing salaries over £100k as unjustifiable
- Many suggested a recruitment freeze, redundancies, or restructuring to reduce “top-heavy” management and make the council more efficient
3. Improve Procurement, Contract Management, and Reduce Outsourcing
- Many respondents criticised the council’s management of contractors, citing repeated poor-quality work, lack of oversight, and excessive costs
- Calls for bringing more services in-house, better contract negotiation, and stricter performance management were frequent
4. Oppose Selling Council Assets
- Many warned against selling council buildings or land, describing it as a short-term fix that would harm future generations and reduce long-term flexibility
- Instead, suggestions included renting out unused or underused buildings, or repurposing them for temporary accommodation or community use
5. Temporary Accommodation and Housing Costs
- There was strong criticism of the high cost and poor value of temporary accommodation, with many calling for better use of empty council homes, building or buying more social housing, and stricter management of tenancies
- Some suggested relocating homeless families to cheaper areas outside London
6. Reduce or Reform Benefits and Social Care
- Many called for stricter means testing, fraud prevention, and reducing benefits or social care for those deemed able to work
- Some suggested requiring benefit claimants to volunteer or contribute to council services
7. Improve Efficiency, Reduce Bureaucracy, and Use Technology
- Many respondents urged the council to streamline processes, cut red tape, and improve operational efficiency
- There was support for moving more services online and using automation or AI, but with caution about digital exclusion for vulnerable groups
- Some warned against over-reliance on digital or AI solutions, especially for those not digitally literate
8. Reduce Spending on Consultants and External Advisors
- Many respondents criticised the use of expensive consultants and called for more in-house expertise
9. Encourage Volunteering and Community Involvement
- Many suggested recruiting more volunteers, especially for parks, libraries, and community maintenance, and working more closely with local charities and community groups
- Some proposed incentives for volunteering, such as council tax discounts
10. Collaborate with Other Councils and Share Services
- There was support for sharing back-office functions, procurement, and services with neighbouring boroughs to achieve economies of scale
11. Improve Income Generation and Commercial Partnerships
- Suggestions included renting out council buildings, parks, and spaces for events, filming, or commercial use, but with caution not to damage community assets or green spaces
- Some suggested increasing fines for fly-tipping, illegal parking, and other offences
12. Pension Reform
- Several called for reducing council pension contributions, moving to defined contribution schemes, and bringing them in line with the private sector
13. Calls for Central Government Action
- Some respondents argued that the scale of cuts required is unmanageable and called for the council to lobby central government for more funding, or to resist further austerity
Other Notable Suggestions
- Improve fraud detection and prevention, especially in benefits and housing
- Focus on preventative services to reduce long-term costs, especially in social care and homelessness
- Reduce spending on translation, diversity, and inclusion initiatives, with some expressing strong opposition to these areas
- Improve communication, transparency, and accountability to residents
Summary of Trends - The most common and strongly expressed views were to cut non-essential/vanity projects (especially LTNs and climate schemes), reduce senior management pay and headcount, improve procurement and contract management, avoid selling assets, and tackle inefficiency and bureaucracy.
- There was significant support for using technology and digital services, but also concern about digital exclusion.
- Many want to see better use of council-owned assets, more income generation, and greater collaboration with other councils.
- Calls for stricter management of benefits, social care, and housing were frequent, as were suggestions to encourage volunteering and community involvement.
- A minority called for more radical measures such as means-testing, moving people out of London, or reducing social spending, while others emphasised the need for central government to provide more funding. Overall, the strongest and most repeated messages were: focus on core services, cut waste and non-essentials, reduce senior pay and management, improve efficiency, and avoid short-term asset sales that harm the council’s long-term position.
Question 6
If you have any suggestions about how we could raise money, please tell us about them here
Many respondents suggested raising revenue through increased enforcement and fines, particularly for littering, fly-tipping, graffiti, and anti-social behaviour. Several called for higher taxes or surcharges on empty properties, second/third homes, Airbnbs, hotels, and visitors (tourist/overnight taxes). There was also support for encouraging the use or sale of vacant council buildings and assets, and for owners of empty shops/offices to sell or lease at reasonable rates.
A number of responses highlighted the need to reduce costs by cutting executive salaries and consultant use and by resolving legal cases more efficiently to avoid unnecessary expenditure. Some respondents criticised perceived wasteful spending and called for better financial management.
There was interest in innovative revenue streams such as commercial partnerships (e.g., combining advertising with EV charging as in Barnet) , crowd funding for specific projects and community-led events or sponsorships that both generate income and support local businesses . Some advocated for maximising grant funding and lobbying central government for increased grants.
A few respondents suggested renegotiating contracts with event companies to secure higher profits from local events , introducing surcharges for businesses , and charging for landfill waste while removing charges for gardening waste to promote good waste management .
There was some resistance to increasing taxes on residents, with a preference for exploring other options first. One respondent questioned the sharing of council tax with the GLA/Mayor of London and queried recent financial changes .
Overall, the most common themes were increasing enforcement and fines, taxing empty/second homes and visitors, selling or better utilising council assets, reducing high-level salaries and consultant costs, and seeking innovative or community-based revenue streams.