The Executive of Islington Council met on 12 February 2026 to discuss and approve the final budget proposals for 2026/27 and the Medium Term Financial Strategy. Key decisions included agreeing the annual budget for the London Boroughs Grants Committee, approving Housing Revenue Account rents and fees, and endorsing recommendations for the General Fund Medium-Term Financial Strategy, the Housing Revenue Account Budget, and the Capital Investment Programme.

Final Budget Proposals 2026/27 and Medium Term Financial Strategy

The Executive agreed to the annual budget for the London Boroughs Grants' Committee and Islington's proposed contribution. They also agreed the Housing Revenue Account (HRA) rents and other HRA fees and charges for 2026/27. A significant portion of the meeting was dedicated to endorsing recommendations for the General Fund Medium-Term Financial Strategy (MTFS), which included agreeing the proposed 2026/27 budget, financial strategy principles, and budget assumptions. The Executive also agreed proposed 2026/27 net budgets by directorate and the 2026/27 savings, noting that individual savings may be subject to consultation.

Further decisions included agreeing the proposed 2026/27 to 2030/31 capital programme and an indicative capital programme for 2031/32 to 2035/36. Authority was delegated to the Section 151 Officer to apply capital resources to fund the capital programme in the most cost-effective way. The Executive also agreed the Capital and Investment Strategy, Treasury Management Strategy, and Minimum Revenue Provision (MRP) Policy Statement.

Regarding Council Tax, the Executive agreed the calculations for the determination of the 2026/27 council tax requirement and the level of council tax, including a 4.99% increase. They also agreed to delegate authority to the Section 151 Officer to finalise the council's 2026/27 NNDR1 (detailed business rates) estimate.

Islington Community School Admission Arrangements 2027-28

The Executive considered and agreed the co-ordinated schemes and timetables for admissions to Islington primary and secondary schools and Highbury Fields Sixth Form for 2027-28. They also agreed the policy and oversubscription criteria for admission to community primary and secondary schools, and for external applicants to Highbury Fields Sixth Form. Admission numbers for Islington community primary and secondary schools for 2027-28 were also agreed. The local protocols for the management of in-year admission applications and waiting lists for Islington schools in 2027-28 were also agreed.

Islington and Camden Joint Cemetery Service Agreement

The Executive agreed to the renewal of the shared partnership arrangement between Islington Council and Camden Council for the continued joint delivery of cemetery and cremation services through the Islington & Camden Cemetery Service (ICCS) for a further 10-year period. They also agreed the Heads of Terms for the renewed ICCS Shared Partnership Agreement, which establish the core operating, financial and governance principles for the full agreement. It was noted that the renewed agreement will maintain the core operational principles of the existing arrangement. Authority was delegated to the relevant Corporate Director to finalise and enter into the renewed Partnering Agreement.

Contract Extension for Security, Static Guarding, and Key Holding Services for Public Buildings

The Executive approved a 24-month extension of the contract with Mitie Security Limited for front-of-house security, static guarding, and key holding services across the Council's public buildings. This extension is valued at an estimated £2.074 million. The Executive noted that the cumulative expenditure and proposed extension will result in the total contract value exceeding the £7 million ceiling approved under the original procurement strategy, bringing the revised total to approximately £8.4 million. It was also noted that the option of insourcing the service will be reviewed again during the extension period.

Risk Management Framework

The Executive approved the revised draft Risk Management Strategy and the revised draft Risk Appetite Strategy. These strategies aim to embed risk management into the Council's culture, ensuring all staff understand their role in identifying and managing risk. The strategy also introduces a risk appetite model based on HM Treasury's Orange Book, defining the level of risk the Council is willing to accept across eight key categories.

We Are Cally Community Development Plan

The Executive approved the revised and updated We Are Cally Plan 2025-2028 and the proposed Terms of Reference for the We Are Cally Group . Thanks were expressed to the Mayor's Office for London for funding and to officers and all involved in this project.

Procurement Strategy for a Developer Partner to Deliver New Affordable Homes on Council Owned Sites and a Revised Delivery Approach for Land at Maygood Street

The Executive approved the procurement strategy for a developer partner for the delivery of a portfolio of Council-owned sites using a single overarching Partnering Agreement, with individual Development Agreements for each site. Authority was delegated to the Corporate Director of Community Wealth Building, following consultation with the Executive Member for Homes and Neighbourhoods, to enter into a Partnering Agreement and any associated leases. They also approved the revised delivery approach for the land at Maygood Street to an agreement for Lease, subject to Secretary of State consent, planning consent and viability. Authority was delegated to the Corporate Director of Community Wealth Building, following consultation with the Executive Member for Homes and Neighbourhoods, to enter into an Agreement for Lease and a subsequent lease. It was noted that the Council would likely need to grant long-term leases of around 250 years but would expect to retain the freehold of all relevant land. The Executive also noted the tenant and leaseholder guarantees and protections that the Council would seek to secure on schemes delivered through partnership.

Resident Involvement and Participation Strategy (Landlord Services)

The Executive approved the Resident Involvement and Participation Strategy (Landlord Services). This strategy aims to strengthen resident engagement, improve accountability, and ensure compliance with regulatory consumer standards. It aligns with the Islington Together 2030 Plan and was developed with feedback from residents and key stakeholders.

Future Public Lighting Service

The Executive agreed the approach to ensuring the successful completion of the Islington Public Lighting Private Finance Initiative. They also agreed the recommended option for future provision of public lighting maintenance and renewal services, by establishing a unified Term Maintenance Contract in two Lots: Highways and Traffic; and Lighting, to commence on 2 July 2028. Authority was delegated to the Corporate Director of Environment and Climate Change to extend the current Islington Highways Term Service Contract for one year to facilitate this. It was agreed that the future public lighting service would aim to meet best practice objectives for the design of public lighting in conformance with British Standard 5489-1:2020 and have regard to the guidance set out in the Department for Transport's Manual for Streets. It was also noted that a future service procurement strategy report would be presented to the Executive.

Procurement Strategy and Contract Award for Finsbury Wellbeing Campus

The Executive approved the procurement strategy for the Finsbury Wellbeing Campus and the proposed award of contract to Alliance Leisure Limited (ALL) as Development Partner. Authority was given to the Corporate Director of Community Wealth Building, following consultation with the Executive Member for Health and Social Care, to award a contract to ALL and progress the scheme to the detailed design stage. It was noted that further Executive approval would be sought before the project moved into the main construction phase. The Executive also noted the risk mitigation strategy, including programme governance arrangements and significant contingency and optimism bias provisions within the approved budget. Thanks were extended to officers for their work on this project.

The meeting closed at 5.30 pm.