Islington Council has officially adopted its new Corporate Plan for 2026-2030, outlining a vision for a more equal future
for the borough.
The plan, approved by the Executive on Thursday, 30 July 2026, sets out five key priorities: decent and affordable homes; safe, clean and healthy neighbourhoods; an inclusive Islington economy; a great place to grow up and grow old; and a strong community where everyone belongs.
Councillor Una O'Halloran, Leader of the Council, stated that the plan operationalises the manifesto on which the majority party was elected,
with a strong emphasis on core public services and resident safety. She added, It is about a more equal Islington and a better for all of us.
Decent and affordable homes will be addressed through initiatives such as bringing back ex-Right to Buy homes, targeting 50% genuinely affordable homes in new developments, and investing £388m in council housing improvements. The council aims to achieve a 100% Decent Homes Standard by 2030, expand selective landlord licensing, and campaign for rent controls.
Under safe, clean and healthy neighbourhoods, plans include developing a borough-wide anti-social behaviour action plan, installing 400 electric vehicle charging points, and extending 24/7 neighbourhood patrols. Investment will be made in streets and shared spaces, with a commitment to filling potholes within 72 hours and removing fly-tipped waste within 48 hours, aiming to be the lowest-waste borough in London.
An inclusive Islington economy will be fostered by supporting 1,000 residents into work and 1,000 into apprenticeships, continuing a generous Council Tax support scheme, and publishing an inclusive Islington Growth Plan. Licensing policy will be used to support pubs and cultural venues, with a goal for one-third of contract spend to go to local suppliers by 2027. A Poverty Truth Commission will also be delivered.
To ensure a great place to grow up and grow old, the council will establish an Intergenerational Fairness Commission, upgrade facilities in parks and on estates, and work to improve attainment gaps and attendance to be in the top 25% in London. Free swimming will be provided for over 60s and children during holidays, alongside efforts to tackle loneliness and the launch of 'six over 60' for free and low-cost culture and leisure.
For a strong community where everyone belongs, initiatives include co-producing a new Islington Voluntary and Community Sector Strategy, establishing a programme to celebrate culture and arts, and building a new library and learning hub at Vorley Road. The council will continue to be a Borough of Sanctuary, use community budgeting to give residents a greater say on local spending, and pursue decarbonising the pension fund.
The plan also details how the council intends to change to deliver these priorities, focusing on its CARE values: collaborate, ambitious, resourceful, and empower. This involves working closely with residents and partners, and utilising data and technology.
Collaborate means working with residents, partners, the voluntary and community sector, businesses, and academic and cultural organisations, using a clear partnership model for earlier and more strategic engagement. The council will co-produce a new Voluntary and Community Sector Strategy with partners.
Ambitious reflects the plan's bold objectives and the council's aim to be ambitious in sharing power, involving residents in decisions, and driving real change.
Resourceful will see the council use its budget to prioritise spending where it matters most, base decisions on data and evidence, target services where people most need them, invest in improving systems and assets, and intervene early.
Empower involves giving residents a greater say in how services are delivered and what happens in their neighbourhoods, shifting more work into communities, and making it easier for residents and community groups to work with them. This includes community budgeting and co-producing services.
Councillor Rowena Champion, Executive Member for Climate, Environment & Transport, noted the plan's focus on partnership work and engaging with residents alongside residents, rather than to residents.
The Communications and Engagement Strategy aims to tell a simpler story as one big Islington, reach and influence people where they are, and be a campaigning council. Residents' feedback will be incorporated through meaningful engagement from an early stage, transparency about possibilities, and clear routes for influence, including the use of the digital platform 'Let's Talk Islington', resident surveys, and co-production workshops. Community budgeting will also allow residents to decide directly how money is spent in their local area.
The council will measure progress against the Corporate Plan and its five key priorities through its Performance Management Framework, informed by government data and specific metrics. Regular performance reporting will be provided to the Executive and the Overview and Scrutiny Committee. A two-year Corporate Delivery Plan will track commitments, updated annually.
The main challenge foreseen in achieving the goals outlined in the Corporate Plan is that the ambitions in the Plan may not be delivered consistently across the organisation.
This risk will be managed through the delivery plan, clear officer and member accountability, regular performance reporting, and existing governance arrangements.
Supporting documents for the Corporate Plan include a Communications and Engagement Strategy and a Workforce Strategy. The Workforce Strategy sets out how the council will build a well-led, supported workforce able to respond to changing demands, focusing on empowering colleagues and shifting more work into communities.
Public reports pack 30th-Jul-2026 18.00 Executive Decisions 30th-Jul-2026 18.00 Executive
