At a meeting of Islington Council's Executive, members approved a plan for distributing £3.9 million from the government's Household Support Fund, discussed a recent peer review by the Local Government Association, and approved procurement strategies for agency workers and for housing repairs. The Executive also noted a report from the Local Government and Social Care Ombudsman regarding delays in adult social care provision for an individual, Miss X.

Household Support Fund Allocation

The Executive approved a plan for allocating £3.9 million from Round 7 of the Household Support Fund (HSF7), provided by the Labour government, to vulnerable households in Islington. Councillor Flora Williamson, Executive Member for Finance and Performance, described the funding as a way to make a tangible difference to residents struggling with the ongoing economic challenges. The strategy includes:

• Holiday Food Vouchers: £15 per week for children eligible for free school meals and low-income children under school age during school holidays, from May 2025 to Easter 2026.
• Crisis Support: £200 payments to 1,180 households in crisis and £100 payments to 2,191 households at risk of crisis.
• Pensioner Support: £200 for pensioners just above the pension credit threshold and £150 for pensioner households in relative poverty.
• Disabled Resident Support: £150 to disabled households in relative poverty.
• Carer Support: £100 to low-income households caring for a loved one.
• Energy Support: £60,000 for the Council's Shine team to support 200 low-income households with energy costs.
• Crisis Fund: A fund for immediate cash support to households in urgent need.
• Ending Poverty Change Programme: £500,000 investment to identify households for targeted support and build long-term financial resilience.

Councillor Paul Convery praised the strategy, calling it exactly what a Labour Council should be doing and highlighting its focus on early intervention.

LGA Corporate Peer Challenge

The Executive discussed the findings of a Corporate Peer Challenge (CPC) conducted by the Local Government Association (LGA) in February 2025. The May Executive Report on CPC Feedback summarised the Islington Council Corporate Peer Challenge Feedback Report - Final, which recognised Islington as a well-run, well-led and well-performing council with a distinctive culture, clear ambition and pride in its place . The review noted the council's effective resource management, resident focus, and commitment to tackling inequality.

Councillor Santiago Bell-Bradford, Deputy Leader and Executive Member for Inclusive Economy, Culture & Jobs, highlighted the report's recognition of the council's work on rough sleeping, noting that while rough sleeping has increased by 38% in London, it has decreased by 20% in Islington due to hard work of officers, the collaboration we have, the investment we've made .

The Peer Team made ten recommendations for improvement, including:

1. Setting a business and budget planning timetable for clear prioritisation and costed savings.
2. Maintaining focus on governance and ensuring a clear line of sight from the Chief Executive to the Monitoring Officer.
3. Strengthening the role of the Executive and Corporate Management Team (CMT) for strategic leadership and collective accountability.
4. Clarifying roles and responsibilities of members, officers, scrutiny, and audit committees.
5. Improving the corporate approach to complaints and member enquiries.
6. Developing a clearer narrative and collaborative approach to working with local businesses and institutions.
7. Developing clearer criteria for capital investment.
8. Undertaking an externally supported review and risk assessment of the Finsbury Leisure scheme.
9. Developing a coherent organisation-wide change programme.
10. Implementing a new target operating model for savings and change.

A key point of discussion arose around the Finsbury Leisure Centre redevelopment. One councillor asked whether the cancellation of the scheme in April was a result of the peer review. Councillor John Woolf, Executive Member for Homes and Neighbourhoods, clarified that the decision to cancel the scheme was unrelated to the review.

Procurement Strategy for Agency Workers

The Executive approved a procurement strategy for securing a contract with a supplier for temporary agency workers. Councillor Williamson explained that while the council has significantly reduced its spending on agency workers, they are still needed for specialist skills and frontline services. The Procurement strategy for agency workers aims to provide a cost-effective way to obtain these workers when needed.

A councillor asked whether the council had explored a joint venture approach, as pioneered by Kent County Council, to put profits back into the service. Councillor Williamson responded that the pros and cons of this approach were outlined in the report.

The council approved the procurement strategy for the contract with a supplier for the provision of temporary agency workers pursuant of Lot 1 of the Managing Recruitment and Resourcing Framework (Ref 1140) provided by Yorkshire Purchasing Organisation (YPO), for a period of up to 48 months (36 months plus an additional 12 months).

Procurement Strategy for Housing Repairs

The Executive approved a procurement strategy for void reservicing, refurbishment, and new tenancy repair works. Councillor Woolf stated that the council is managing an increased volume of voids due to the success of the buyback scheme, which provides homes for temporary accommodation. The Voids Reservicing Refurbishment and New Tenancy Repair Works contract seeks contractors to support the in-house team in managing these voids.

LGSCO Public Interest Report

The Executive noted a Local Government and Social Care Ombudsman (LGSCO) Public Interest Report regarding delays in adult social care provision for Miss X. Councillor Williamson apologised for the unacceptable delays Miss X experienced in getting the care she needed. She stated that the council had accepted and already actioned all the recommendations in the ombudsman's report, including:

• Apologising to Miss X.
• Making a payment of £3,000 to her.
• Devising and publishing written guidelines for prioritising cases.
• Updating policies to provide interim care packages.

Councillor Sheila Chapman, Executive Member for Equalities, Communities & Inclusion, thanked Councillor Williamson for taking the matter on board and for the apology, stating that it is important for public servants to be transparent and make reparations when mistakes are made.