Agenda and minutes

To sign as a correct record the minutes of the Performance Monitoring Panel meeting held on 12 March 2025 (enclosed).

Consideration was given to the minutes of the meeting of Performance Monitoring Panel held on 12 March 2025.

AGREED:

That the minutes be signed by the Chairman as a correct record.

An update on actions that arose at the 12 March 2025 Performance Monitoring Panel meeting and the tracking of outstanding actions (enclosed).

Consideration was given to the update on actions that arose at the 12 March 2025 Performance Monitoring Panel meeting and the tracking of outstanding actions.

Members considered the actions and made the following comments:

• Members queried action 67(b) in relation to when feedback would be provided to the Panel from the Portfolio Holder.
  • The Business Intelligence and Change Manager commented the delay could be related to the upcoming decision on the new waste delivery model but a response from the Portfolio Holder would be chased.

AGREED:

That the responses to actions be noted.

Where a Councillor has a Disclosable Pecuniary Interest the Councillor must declare the interest to the meeting and leave the room without participating in any discussion or making a statement on the item, except where a councillor is permitted to remain as a result of a grant of dispensation.

There were none.

There were none.

There were none.

There were none.

Consideration was given to the Key Decision Plan dated 12 May 2025.

Members made the following comment:

• With reference to the item ‘Destination Lincolnshire Local Visitor Economy Partnership Destination Management Plan and SELCP Destination Management Plan’, members were disappointed to see that the item had been moved along a meeting cycle again and requested that an update be provided at the next meeting of the Performance Monitoring Panel.

AGREED:

That the Key Decision Plan be noted.

To provide an update on how the Council is performing for the period 1 January 2025 to 31 March 2025 (report of the Assistant Director – Corporate enclosed).

Consideration was given to the report of the Assistant Director – Corporate which sought to provide an update on how the Council was performing for the period 1^st January 2025 to 31^st March 2025.

The Business Intelligence and Change Manager introduced the report, highlighting the following areas:

• 82% of the Council’s performance indicators were on track with only 9% significantly under target.
• The percentage of household waste collected for recycling and composting had dropped to 28.79% which was significantly under the 45% target set.
• The percentage of corporate complaints responded to within corporately set timescales had dropped to 58.82%, with a target of 95%. Many of the complaints not responded to within the timescale came from one department where new processes had been put into place to drive improvements in response times.
• The percentage of subject requests responded to within statutory timescales had fallen to 66.67% compared to a 100% target.  Improvements had been made to how these requests were dealt with and staff training had taken place.
• The average answer rate – Revenues and Benefits (PSPS) had fallen to 66.76%, short of the 87% target set. Call duration had increased by 116 seconds in comparison to Q4 last year and there had also been a 40% increase in the number of repeat calls received from the same customers. Extended opening hours had been implemented from November to March, with call lines also being extended through annual billing. The customer services summit would discuss the issue going forward and report back to the Panel.

Members considered the report, and made the following comments:

• Members asked that page references were not made in the covering report as these did not match the agenda numbering.
• Members queried when a trend became a target, did this happen after a full year of data was available.
  • The Business Intelligence and Change Manager responded that this was dependent upon the service area concerned and many trends were unsuitable for a target to be in place due to the variability of the data each quarter.
  • Where the Panel felt a trend should be a target, this could be referred back for discussion with the service area.
• Members wished for ‘Council run stall occupancy levels’ to be a target rather than a trend.
• Members asked for further information regarding why the ‘household waste collected for recycling and composting’ indicator had been consistently underperforming.
• Members queried the reference to S113 agreements in the commentary for ‘Percentage of corporate complaints’ indicator and raised concern about the number of staff being shared and what the potential risks and effect on services this would have.
• Members questioned the significant drop in performance relating to the ‘Percentage of subject access requests responded to within statutory timescales’ indicator.
  • The Business Intelligence and Change Manager confirmed that he would provide the Panel with the exact number of requests received as this was likely to be a low number that would then skew the statistics.
• Members appreciated the explanation provided for the reduction  ...  view the full minutes text for item 8.

To consider how the Housing Landlord Service is performing in its response to damp, condensation and mould for 2024-2025 (report of the Director of Communities enclosed).

Consideration was given to the report of the Director of Communities which consider how the Housing Landlord Service performed in its response to damp, condensation, and mould for 2024/25.

The Housing Property and Repairs Manager introduced the report highlighting the following areas:

• The report provided an updated position for year end 2024/25
• Damp, condensation and mould continued to be a challenging area but reporting of cases had been streamlined into proactive and reactive reports to maximise efficiency in reporting.
• There had been additional investment made into staffing resource for the co-ordination of reports for damp, condensation, and mould to increase capacity for the service to provide follow-up telephone calls six months after remedial works had taken place.

Members considered the report, and made the following comments:

• Members noted the number of DCM cases was very large and asked why there had been a sudden increase in the number of reported cases.
  • The Housing Property and Repairs Manager confirmed that the vast majority of cases had arisen from the results of stock survey work undertaken.
  • Where a tenant was happy to manage the DCM themselves, the cases were not closed but are provided with a follow-up phone call six months after to the report.
  • An emphasis was put on the proactive approach taken by officers to ensure that tenants were encouraged to report any DCM at their property.
  • Information on how to report a repair was provided as part of the annual rent review letter sent in March 2025 and the upcoming annual tenants report would include a section on DCM and how to report it.
• Members asked whether the Council was measured on its response to DCM reports.
  • The Housing Property and Repairs Manager confirmed that this was measured as part of the Tenant Satisfaction Measures.
• Members queried how repeat reports of DCM from one property were received.
  • The Housing Property and Repairs Manager advised that in most cases where remedial work had been carried it, the DCM did not return. A follow-up phone call was also conducted six months post repair.
  • It was also noted that where remedial works take place, education was provided to the tenant to manage moisture within their property. In select circumstances, cases are sent through to the Cost of Living team where a tenant could be provided with continued support to manage DCM.
  • Repeat cases were also monitored and reported to the Housing Compliance Clinic.
• Members requested that comparisons be provided quarterly against the proposed performance indicators.
  • The Housing Property and Repairs Manager confirmed that this information would form part of the quarterly performance report. These indicators would provide trends rather than work to set targets due to variations in the number of cases reported each quarter.
• Members expressed concern at the number of properties that officers were unable to access where DCM issues had been discovered and the long-term impact on those properties.
  • The Housing Property and Repairs Manager clarified that within the total number of properties within the no access procedure, properties  ...  view the full minutes text for item 9.

To consider how the Housing Landlord Service is performing on responsive repairs and planned maintenance (report of the Director of Communities enclosed).

Consideration was given to the report of the Director of Communities which consider how the Housing Landlord Service performed on responsive repairs and planned maintenance.

The Housing Property and Repairs Manager introduced the report highlighting the following areas:

• This report followed on from the report presented to the Panel in March and detailed the year end performance position for responsive repairs and planned maintenance.
• Performance remained on track and on target
• Underperformance in the capital programme remained and while inroads had been made, this still remained an area on focus.
• A Capital Programme Clinic was being set up to assist with underperformance in the capital programme and this would involve monthly scrutiny by the Portfolio Holder for Strategic and Operational Housing.

Members considered the report, and made the following comments:

• Members commented on the need to ensure that the Capital Programme Clinic was not merely a ‘talking shop’ and would drive improvement in tackling the underperformance in the capital programme.
  • The Housing Property and Repairs Manager confirmed that this clinic would mirror the Housing Compliance Clinic that was already in operation and scrutiny would be performed by the Portfolio Holder for Strategic and Operational Housing and the Assistant Director – Housing.
• Members commented that improvement was required in regard to tenant satisfaction measures relating to repairs.
• Members identified resourcing as a key issue and highlighted that temporary operatives had been taken on.
  • The Housing Property and Repairs Manager confirmed that this would be an area of focus for 25/26 and the team were looking to ratify this issue.
• Members queried when the online repairs reporting tool would be available to tenants.
  • The Housing Property and Repairs Manager anticipated that this would be available in Q2 25/26.
  • The Business Support Manager confirmed that Officers were currently working the corporate transformation team to deliver this tool for tenants in Q2, with tenants also providing feedback on the tool during the development phase.
• Members praised Officers and the Portfolio Holder for the amount of work that had taken place since the beginning of the transformation programme and commented on the rise of satisfaction among tenants across most areas.
• Members queried the timing of the Asset Management Strategy and the HRA Business Plan.
  • The Assistant Director – Housing confirmed that these documents would follow the same timeline as the budget setting process and implemented at the same time as the 26/27 budget.
  • Informal members sessions were about to be set up and once these had taken place, the documents would be presented to tenants for feedback.

The Panel requested that the following feedback be provided to Cabinet:

• The Panel supported the need to ensure that the department were adequately resourced to ensure the full maintenance of all properties.

AGREED:

That the Panel notes the report and provides the above feedback to Cabinet.

To consider how the Housing Landlord Service is performing against key statutory compliance measures (report of the Director of Communities enclosed).

Consideration was given to the report of the Director of Communities which consider how the Housing Landlord Service performed against key statutory compliance measures.

The Housing Property and Repairs Manager introduced the report highlighting the following areas:

• This report presented an update on year end performance for Housing Compliance, following a report to the Panel in March.
• All fire safety remedials had either been completed or on track for completion.
• Work regarding electrical safety certificates was ongoing and where properties were difficult to access, work was being undertaken with Housing Officers to encourage tenants to allow access to their property.

Members considered the report, and made the following comments:

• Members asked whether the Council was responsible for ‘capping off’ gas supplies to properties.
  • The Housing Property and Repairs Manager confirmed that a contractor was responsible for gas capping but there were two qualified gas engineers within the Council’s housing repairs team that could do this in urgent cases.
  • This was step was only used in cases as a last resort after multiple attempts to contact the tenant.
• Members were reassured that an internal audit of housing compliance had demonstrated that there were no material issues relating to compliance.
• Members queried whether any targets were required regarding the implementation of the Tenant Engagement and Influence Strategy.
  • The Assistant Director – Housing responded that the strategy had been to Policy Development Panel twice and would be presented to Cabinet for adoption in June 2025.
  • The work detailed within the strategy would commence in July 2025 with the tenant’s forum.
• Members raised concern about the wording of the ‘Crime and Disorder’ section of the report and requested that this be amended to include further information about the Council’s compliance with this.
  • The Housing Property and Repairs Manager confirmed that this related to the statutory requirement for housing providers to carry out fire risk assessments, gas safety checks and legionella safety checks.
• Members were pleased to see that a Vulnerable Persons and Reasonable Adjustments Policy was being drafted and questioned when this would be adopted.
  • The Assistant Director – Housing responded that the document was currently being reviewed by the Legal team and would then be consulted on with the Tenant Forum.
  • Dates for the implementation of the policy would be confirmed in due course.
• Members expressed concerns about the number of no access cases in relation to damp, condensation and mould and the potential deterioration of these properties long-term.

The Panel requested that the following feedback be provided to Cabinet:

• The Panel had concerns about the large number of ‘no access’ cases for damp, condensation and mould and expressed concern about the potential long-term deterioration of properties should no access to the properties be gained.

AGREED:

That the Panel notes the report and provides the above feedback to Cabinet.

To update the Performance Monitoring Panel of the 2024/2025 Tenant Satisfaction Measure outcomes (report of the Director of Communities enclosed).

Consideration was given to the report of the Director of Communities which updated the Performance Monitoring Panel on the 2024/2025 Tenant Satisfaction Measure outcomes.

The Business Support Manager introduced the report and highlighted the following areas:

• The report presented responses to the Tenant Satisfaction survey for the second year, with additional questions added to the survey to understand the reasons for any dissatisfaction.
• Tenant Satisfaction had increased or remained the same in the last year and overall, 74% of tenants were satisfied with the service they received.
• Complaint handling continued to be a challenge across the sector and while improvement was still required, there had been a 6% increase in tenant satisfaction in this particular area.

Members considered the report, and made the following comments:

• Members were encouraged by the results of the tenant satisfaction measures and noted that any improvements made within the service provided would likely take 18 months to filter through to increased tenant satisfaction.
• Members were impressed by the number of compliments that the service had received.

The Panel requested that the following feedback be provided to Cabinet:

• The Panel were encouraged by the results of the Tenant Satisfaction Measures.

AGREED:

1. That the Panel notes the report and results at Appendix 2 of the report.
2. That the Panel provides the above feedback for consideration by Cabinet.

To consider the Performance of Housing Complaints for 2024/2025 and provide feedback for consideration by the Cabinet (report of the Director of Communities enclosed).

Consideration was given to the report of the Director of Communities which considered the performance of Housing Complaints for 2024/2025 and sought feedback for the consideration of Cabinet.

The Business Support Manager introduced the report and highlighted the following areas:

• The report provided an update on the annual complaint’s performance and the Council’s performance against the Housing Ombudsman Complaint Handling Code.
• There had been a cultural change in the service with the active promotion of the complaints system to tenants.
• The service had introduced complaint learning forms to be completed for every complaint to determine required improvements to the service.

Members considered the report, and made the following comments:

• Members commented that the use of coulure bar charts made the data confusing to read and difficult to identify.
• Members stated that complaints were a resource dependent area and queried whether officers would meet the deadline for submission to the Housing Ombudsman.
  • The Business Support Manager responded that the Housing Ombudsman had extended their submission deadline from 30^th June to September but subject to Cabinet approval on 10^th June, the deadline would be met.
• Members questioned whether any further analysis to that identified within the report was carried out to determine the cause of complaints.
  • The Business Support Manager commented that an internal complaints working group analysed trends and themes of complaints quarterly and discussed recommendations for service improvements.
  • A data analyst had also recently been recruited to assist with further analysis.
• Members asked whether the complaints ‘not upheld’ had been determined by the Housing Ombudsman.
  • The Business Support Manager explained that these were not Housing Ombudsman complaints. There were three complaint stages: stage one where a Service Manager investigated, stage 2 where the Assistant Director investigated and stage three where the complaint was passed to the Housing Ombudsman, but a complainant did have the ability to pass their complaint to the Housing Ombudsman at any time.
  • There had only been one Housing Ombudsman complaint in the last year.
• Members further queried the meaning of ‘not upheld’ complaints.
  • The Business Support Manager confirmed that these were rejected complaints where the Council had followed their policies and procedures.
  • The Business Support Manager stated that all investigating officers were required to complete a feedback form for every complaint to record learning and improvements to be made to the service.

AGREED:

That the Panel notes the contents of the report which included the annual complaints performance and service improvement report for 2024/2025 (as attached at appendix 1) and the Housing Ombudsman self-assessment 2025 (as attached at appendix 2)

To consider the briefing note of the Assistant Director - Neighbourhoods (enclosed) following a request from the Chairman of the Performance Monitoring Panel.

Consideration was given to the briefing note of the Assistant Director – Neighbourhoods following a request from the Chairman of the Performance Monitoring Panel.

The Chairman introduced the item and explained the following points:

• The issue had been raised following reports that residents in some areas of Crowland had not received their refuse sacks.
• The item had been placed on the agenda in the hope that an explanation could have been provided as to why this situation had occurred.
• He requested that a report be given to the next meeting of the Performance Monitoring Panel to detail shortcomings in the delivery service for refuse sacks and changes that could be made to make the service foolproof.

Members considered the briefing note provided, and made the following comments:

• Members commented that this appeared to happen regularly in very rural areas of the district and refuse sacks were often left on the roadside, with someone taking them before a resident is able to pick them up.
• Members queried whether Parish Councils could be given a supply of refuse sacks to enable residents with missed deliveries to easily access replacements.
  • The Chairman commented that this used to happen but monitoring of how many were given out by the Parish Councils was difficult.

AGREED:

That the contents of the briefing note be noted and that a more detailed report be presented to the next meeting of the Performance Monitoring Panel to explain shortcomings of the delivery service for refuse and recycling sacks and for suggestions to come forward to make it a foolproof service.

To set out the Work Programme of the Performance Monitoring Panel (report of the Assistant Director – Governance enclosed).

Consideration was given to the report of the Assistant Director – Governance which set out the Work Programme of the Performance Monitoring Panel.

Members made no comments on the report.

AGREED:

That the Performance Monitoring Panel Work Programme be noted.

To present the South Holland Centre budget (report of the Assistant Director – Communities and Housing Services enclosed).

Consideration was given to the report of the Assistant Director – Communities and Housing Services which presented the South Holland Centre budget.

The Cultural Services Manager introduced the report and highlighted the following points:

• This item had previously been discussed at PMP on 11 December 2024 and Members had asked for a more detailed budget to be presented.
• The report provided an overview of how the budget for the South Holland Centre was managed.

Members considered the report, and made the following comments:

• Members raised that there was no business plan in place for the South Holland Centre and therefore there was no targets set for the Centre to work towards over the year.
  • The Assistant Director – Communities and Housing Services commented that the South Holland Centre was a fabulous facility and important part of both Spalding and South Holland as a district. There had always been a plan in place for the South Holland Centre for the manager to work to, but this was not a business plan in the traditional sense.
  • The plan covered the programme of events for the next year and team delivery objectives.
  • The South Holland Centre was included within the Council’s extensive budget setting process where every line was scrutinised quarterly with the Centre Manager and their finance business partner.
  • The Chief Finance Officer (PSPS) added that the budget was set each year in collaboration with the Centre Manager and scrutiny challenges would be undertaken this year by the s151 Officer.
• Members commented that figures included within the budget required more explanation. Using the employees’ line as an example, there was a need to look at what was spent, what the prediction was for next year and how that figure was arrived at.
  • The Chief Finance Officer (PSPS) explained that the finance business partner would work with the Centre Manager on detailed elements that make up the total figure for that budget line.
  • For the South Holland Centre, this was also based on seasonal, and performance demands to forecast what staffing was required for the forthcoming three months.
• Members requested explanation as to why more money was spent in Q4 for 2024/2025 than for the first three quarters of the year.
  • The Chief Finance Officer (PSPS) explained that this could be attributed to utility costs where the billing was made in Q4 for use in Q3.
  • It was confirmed that more detailed information around this variance was included within the exempt appendix.
• Members queried what plans were in place to bring in more income revenue.
  • The South Holland Centre Manager explained that while live shows and hires of the auditorium were doing really well, the function hall was not being marketed to its full potential.
  • In partnership with the Red Lion, the function hall would be dressed for a wedding to advertise hire of the hall. The Red Lion would also bring a bank of suppliers for hirers to use which would assist in encouraging more bookings for the function hall.
  • The Assistant  ...  view the full minutes text for item 16.

There were none.

AGREED:

That the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972.

To consider the exempt appendix to agenda item 16 (Appendix 1 enclosed).

Members considered the exempt appendix to agenda item 16.

AGREED:

That the budget report be noted, and appropriate feedback provided.