Agenda and minutes

To sign as a correct record the minutes of the following meetings:

Consideration was given to the following minutes:

• Performance Monitoring Panel – 15 October 2025
• Joint Performance Monitoring Panel and Policy Development Panel – 21 October 2025 (including restricted minute)

AGREED:

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

An update on actions that arose at the 15 October 2025 Performance Monitoring Panel meeting and the tracking of outstanding actions (enclosed).

Consideration was given to the actions that arose at the 15 October Performance Monitoring Panel meeting, and the tracking of outstanding actions.

Members considered the responses and made the following comments:

• Action 40(a) – could actual costs be provided or an explanation as to why these can’t be drawn out.
• Action 40(b) – action to be chased up for a response
• Action 40(d) – queried whether clarification could be sought on why the repair to the pump was taking so long.

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.

To note the current Key Decision Plan (enclosed).

Consideration was given to the Key Decision Plan dated

Members considered the Key Decision Plan and made the following comments:

• Queried whether the ‘Destination Management Plan’ would be presented to scrutiny prior to its consideration at Cabinet.

AGREED:

That the Key Decision Plan be noted.

Anglian Water will be in attendance to provide Performance Monitoring Panel members with a presentation.

The Regional Engagement Manager and Pre-Development Planning Manager from Anglian Water provided a comprehensive presentation as attached at Appendix A to these minutes.

Members considered the presentation and made the following comments:

• As Anglian Water was obliged to create a connection, how could they object to an application that would likely be approved or introduce a condition that prevents occupation of a property until a connection is agreed to.
  • The Pre-Development Planning Manager responded that pre-occupation conditions, called a Grampian condition, had been tested in the courts and should be a consideration in the planning process. Local Plan policies did include infrastructure capability as a consideration when determining applications.
  • It was appreciated that Anglian Water were one of many consultees (non-statutory) and they didn’t want to prevent growth but needed to be sure that the environment was not negatively affected by this growth.
• There was a danger that the local authority would not be able to deliver the housing targets set by the government.
• Where water recycling centres (WRC) were labelled ‘at capacity’, did this refer to normal flow or excess rainfall?
  • The Pre-Development Planning Manager confirmed that this was determined on average flow put back into the environment which changed year on year. Conversations were ongoing with the regulators and government on how to move forwards with this.
• Did the objections made by Anglian Water only to major applications?
  • The Pre-Application Development Manager confirmed this applied to both major and minor applications.
  • The Regional Engagement Manager added that once a permit had been exceeded, no further connections could be made. Funds were not available to deliver infrastructure improvements at the rate required due to the regulator capping customer bills and increased housing numbers since Anglian Water’s current five year business plan (2025-2030).
• Significant investment had been made into the infrastructure in Sutton Bridge, what stage was this at?
  • The Pre-Development Planning Manager confirmed that this WRC was green and therefore had capacity to accept new connections and the WRC was compliant with the dry weather flow element of the permit.
• What was the effect on isostatic discharge and to what extent would pumps be installed to assist with the tides, given rising sea levels?
  • The Pre-Development Planning Manager agreed to take the question regarding isostatic discharge away.
  • The Regional Engagement Manager responded that long term adaptations and delivery strategies were in place looking 25 years ahead. Resilience was built into the asset delivery programme and Anglian Water had the most highly monitored network.
  • Risks were always a factor, and reservoirs were being built above sea level to try and combat these effects.
• Did Anglian Water reclaim minerals and drugs out of the water?
  • The Regional Engagement Manager responded that everything that went into the WRC’s was recyclable, but that they did not reclaim minerals and drugs from waste water. All waters and solids were recycled, and gas was extracted from this process generating energy to help power the operational site.
  • Science was developing to remove things such as microplastics  ...  view the full minutes text for item 57.

To report on the review undertaken with members and to consider the findings (report of the Assistant Director – Planning and Strategic Infrastructure enclosed).

Consideration was given to the report of the Assistant Director – Planning and Strategic Infrastructure which reported on the review undertaken with members and considered the findings.

The Planning Officer introduced the report and thanked members who took the time to go on the tour and share their opinions.

The report discussed sites visited on the day, which included small- and large-scale sites, and Appendix A detailed the conclusions made from the tour.

Members considered the report and made the following comments:

• The turnout for the tour had been disappointing despite a wide number of members being invited.
• It had been worth taking the time to attend and the overriding impression been that some sites looked attractive while others did not.
• There appeared to be very little variation in colour or design on some sites and every house being in one straight line.

AGREED:

1. That the Panel recommends the report and conclusions from the review of implemented planning decisions be reported to the Planning Committee.

That the Panel recommends that the Review of Implemented Planning Decisions tour remains to occur every two years, along with the extension of the member invitation to include members of the Planning Committee, as has taken place since 2025.

To provide an update on how the Council is performing for the period 1^st July 2025 to 30^th September 2025 (report of the Assistant Director – Corporate to enclosed).

Consideration was given to the report of the Assistant Director – Corporate which provided an update on how the Council was performing for the period 1^st July 2025 to 30^th September 2025.

The Group Manager – Insights and Transformation introduced the report and highlighted the following points:

• Overall performance had been good with only one target underperforming and labelled red, corporate complaints.
• Explanations regarding under performance in corporate complaints had been included and a transformation officer was working with the team to streamline processes. An internal working group had also been set up with a view to look at lessons learned and recurring themes.
• Flytips collected within five working days of being reported was slightly off target for the first time this year. Work was ongoing to understand why this was occurring.

Members considered the report and made the following comments:

• The general performance trend was better than that of the previous quarter.
• Questioned why the flytip target was slightly underperforming, was this because there had been more reported fly-tips for the quarter?
  • The Group Manager – Insights and Transformation agreed to seek further information.
• Feedback should be provided to members of the public who have made a report of a flytip to let them know whether it will be collected or not.
  • The Group Manager – Insights and Transformation confirmed that this feedback would be passed on.
• The figure for ‘proportion of homes for which an Electrical Installation Condition Report (EICR) has been carried out’ was lower than those for gas safety, fire safety and legionella checks, despite all requiring access to the property.
  •  The Group Manager – Insights and Transformation responded that injunctions were being sought to allow access to these properties. Further information would be requested to explain the difference in figures.
• It was suggested that the ability to add pictures to a flytip report would be useful.
  • The Group Manager – Insights and Transformation would feed this back.
• It was noted that an increase in fines for fly-tipping may reduce the numbers.
• The number of swims seemed to be down in relation to the same quarter last year.
  • The Group Manager – Insights and Transformation confirmed an explanation would be sought.
• The number of fixed penalty notices issued by Kingdom had dipped considerably between Q1 and Q2, was there a reason for this.
  • The Group Manager – Insights and Transformation would seek an explanation.

AGREED:

That the contents of the report be noted.

To provide members with an update on the South Holland Centre (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 provided Members with an update on the South Holland Centre.

The Group Manager – Community Leadership introduced the report and highlighted the following points:

• The report updated on activity undertaken in Q1 and Q2 and provided a positive forecast.
• Ticket sales were at almost 14,000, which was higher than the same period last year which had been drive by strong live performances and increased community hires.
• The 2025 Pantomime, Rapunzel, had sold over 10,500 tickets, with further ticket sales expected throughout December.
• The team were continuing to look at income generation opportunities and the relaunch of the wedding offer would take place in January.
• Decoration and lighting enhancement would take place while the centre was closed in January, in addition to the maintenance programme already completed in Q1 and Q2.
• Conversations had recently taken place to source funding for a replacement projector for film.

Members considered the report and made the following comments:

• Who was currently providing the hospitality offer at the SHC?
  • The Assistant Director – Communities and Housing Services confirmed that The Red Lion in Spalding were currently providing this service.
  • The Group Manager – Community Leadership added that this arrangement had been working really well and was a reliable service for visitors to the SHC.
• What service did The Red Lion provide?
  • The Group Manager – Community Leadership responded that they provided snacks, and the bar offer for all performances.
  • The Assistant Director – Communities and Housing Services added that there was an opportunity for merchandise to be sold at some showings. There had been some difficulty with food providers at the venue previously, so care was needed with taking any steps to reintroduce this offer.
• What sort of merchandising was being looked at?
  • The Portfolio Holder for Assets and Strategic Planning responded that this was being discussed as part of the redecoration of the foyer in January, with snacks and popcorn likely being provided in this area of the centre.
• The choice of caterer for hirers of the function hall was a benefit as they were not restricted to one choice of caterer.
• Were there plans in place for use of other spaces within the SHC?
  • The Group Manager – Community Leadership responded that options had been looked at for exercise classes in the basement rooms, but this had not been viable.
  • The team were working with Assets to look at progressing available options and the function hall had a recent enquiry for hire of the venue twice a week.
  • The Portfolio Holder for Assets and Strategic Planning added that opportunities were coming forward to the Assets team every once in a while that were being explored.
• Had work been undertaken in partnership with the Spalding Town Centre redevelopment project?
  • The Group Manager – Community Leadership confirmed that a meeting would be happening soon to progress this further.
  • The Assistant Director – Communities and Housing Services added that the redevelopment  ...  view the full minutes text for item 60.

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 (Monitoring Officer) which set out the Work Programme of the Performance Monitoring Panel.

The Democratic Services Officer introduced the report with included the following:

• The remaining meetings of the current municipal year alongside expected items at Appendix 1;
• Task Groups at Appendix 2.

Members raised no comments on this item.

AGREED:

That the Work Programme of the Panel be noted.

There were none.