The Executive of Islington Council met on 22 January 2026 to discuss a range of important matters, including the draft budget proposals for 2026/27 and the Medium-Term Financial Strategy. The meeting also covered progress reports on the LGA Corporate Peer Challenge and the council's risk management framework. Additionally, the Executive was scheduled to review community development plans for the Cally area, strategies for resident involvement in landlord services, and proposals for the future of public lighting. Finally, plans for the procurement and delivery of the Finsbury Wellbeing Campus were on the agenda.

Budget Proposals and Medium-Term Financial Strategy

A significant portion of the meeting was dedicated to the Draft Budget Proposals for 2026/27 and the Medium-Term Financial Strategy (MTFS). The report outlined the council's financial position, highlighting a balanced budget for 2026/27 and plans to avoid dipping into savings reserves over the next three years. It detailed proposed investments in council housing, property acquisitions, and the creation of new green spaces. The report also addressed the provisional local government finance settlement for 2026/27, noting an expected 1% increase in Core Spending Power, while acknowledging anticipated cost increases due to demand and inflation. The Housing Revenue Account (HRA) budget, capital programme, and treasury management strategies were also presented for consideration. Recommendations included agreeing the annual budget for the London Boroughs Grants Committee and proposed HRA rents and fees for 2026/27. The report also noted the statutory requirement for the Section 151 Officer to provide comments on the robustness of estimates and the adequacy of financial reserves, as well as the Monitoring Officer's comments. Environmental implications and the contribution to achieving a Net Zero Carbon Islington by 2030 were also considered, alongside an Equalities Impact Assessment of the budget proposals and plans for resident and business ratepayer consultation.

Islington Council LGA Corporate Peer Challenge Progress Report

The Executive received an update on the Islington Council LGA Corporate Peer Challenge Progress Report. This report detailed the findings from an on-site visit by the Local Government Association (LGA) Peer Review Team, focusing on progress made against ten recommendations identified in an earlier peer review. The report highlighted strengths in leadership and collective accountability, financial planning and resilience, and governance. It also noted progress in change and transformation initiatives and partnership and community confidence. The Executive was asked to formally agree and recognise this progress report.

Corporate Progress and Performance Update Q2

A Corporate Progress and Performance Update for Q2 2025/26 was presented, covering the period from July to September 2025. The report indicated that most Delivery Plan work programmes were largely on track, although seven actions were rated amber and were off track or performing below target. Key successes included surpassing targets for securing additional benefits for residents through the Income Maximisation Team and a significant improvement in resident contacts resolved at the first point of contact. Areas for focus included challenges in delivering new green space and extending Liveable Neighbourhoods coverage, with recycling rates remaining below target. The report also highlighted ongoing challenges with school attendance, despite some positive provisional data.

Risk Management Framework

The Executive was asked to review and approve the revised draft Risk Management Strategy and Risk Appetite Strategy. These documents outline a structured approach to identifying, assessing, and managing risks across the organisation, emphasizing shared responsibility and alignment with strategic objectives. The strategies introduce a risk appetite model across eight key categories and provide guidance for embedding risk awareness into daily operations and decision-making. The Audit and Risk Committee had previously considered these revised frameworks.

We Are Cally Community Development Plan

The We Are Cally Plan 2A5-2028 was presented for approval, along with the proposed Terms of Reference for the We Are Cally Group. This refreshed plan, co-produced with local stakeholders, sets out shared ambitions and actions for the Caledonian Road area. It aims to build on local strengths and foster collaboration between residents, the voluntary and community sector, and public agencies. The plan supports the five missions of the Islington Together 2030 Plan, focusing on themes such as children and young people, health and wellbeing, the high street, and housing. The council's role is to convene partners and support local capacity.

Procurement Strategy for a Developer Partner and Revised Delivery Approach for Maygood Street

The Executive was asked to approve the procurement strategy for a developer partner to deliver a portfolio of council-owned sites. This approach aims to maximise the supply of genuinely affordable homes by leveraging external investment and passing on development risk to a partner. Individual Development Agreements would be used for each site. Additionally, a revised delivery approach for the land at Maygood Street was proposed, moving towards an Agreement for Lease. The council would retain the freehold interest in these lands, with leases of at least 250 years expected to be granted. The aim is to secure significant external investment and other benefits, including 100% nomination rights for social rented homes.

Resident Involvement and Participation Strategy (Landlord Services)

The Resident Involvement and Participation Strategy (Landlord Services) was presented for approval. This strategy aims to empower residents to shape service design and delivery, provide accessible engagement opportunities, ensure transparency, and embed continuous improvement through feedback. It acknowledges the need to move beyond traditional forums and offer more modern, flexible, and inclusive ways for residents to participate, ensuring compliance with the Regulator of Social Housing's consumer standards and aligning with the Islington Together 2030 Plan.

Future Public Lighting Service

The Executive was asked to agree an approach for the Future Public Lighting Service post-PFI expiry. The recommended option is to establish a unified Term Maintenance Contract in two lots: Highways and Traffic, and Lighting. This approach aims to ensure successful completion of the Islington Public Lighting PFI agreement, optimise future service delivery, control costs, and improve asset performance. The future service is intended to meet best practice objectives for lighting design, conforming to British Standard BS 5489-1:2020, and having regard to the Department for Transport's Manual for Streets. A final survey of lighting infrastructure and the contractor's Management Information Database will be conducted.

Procurement Strategy and Contract Award for Finsbury Wellbeing Campus

The Executive was asked to approve the procurement strategy and proposed award of contract to Alliance Leisure Limited (ALL) for the Finsbury Wellbeing Campus (FWC) project. ALL would act as the development partner for all stages of the project, from concept design to completion. The proposed scheme aims to deliver refurbished leisure facilities, a new GP practice, a MUGA, improvements to Radnor Street Gardens, and enhanced open spaces. The report outlined the procurement strategy, the rationale for selecting the UK Leisure Framework and ALL, and the proposed governance arrangements, including gateway review points. Further Executive approval will be sought before the main construction phase.

The meeting also included a confidential item regarding the Procurement strategy and contract award for Finsbury Wellbeing Campus - exempt appendix.