Housing Management (Cabinet) Sub-Committee - Friday 27 March 2026, 3:15pm - Tower Hamlets Council webcasts

Housing Management (Cabinet) Sub-Committee
Friday, 27th March 2026 at 3:15pm 

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An agenda has not been published for this meeting.

Ladies and gentlemen, can we start our housing management cabinet subcommittee meeting, please?
Great welcome to this meeting.
The usual formalities.
Councillor Kabir Ahmed is joining us online.
Thank you, Councillor.
We got Councillors.
We got quorum.
We quorum.
In place of David, we have Karen Swift.
Thank you, Karen, we've got the chief executive here.
So only one apology from David.
Snow, the chair of the ONS housing subcommittee has given his apologies.
Councillor Ahmadul Khan given his apologies.
Other than that, there's no public question or answer session required today.
No declaration of interest, anything?
Anyone?
Can we agree the minutes of the 11th of February, please?
So the chair is giving his apologies.
So we can move on to the...
We have an amendment that was asked from the previous minutes.
Can you tell us what it is?
We'll go to it.
So in the minutes of the meeting, 5 .2, there's an action, action 3, on the leaseholder alteration
policy. So you asked us to replace the paragraph on water pumps, which was a
blanket, we don't do water pumps permissions for leaseholders, to include
an amended paragraph to say that we granted them for houses on an
individual basis. So the amended paragraph is in the pack. So the
original paragraph is at the top and the amended paragraph is below, which follows
the instructions that you gave at the meeting.
And if we were to agree that, we would then be able to publish the policy.
Can we agree with that amendment please?
Agreed.
That's what we asked last time.
I said agreed.
You agreed, yes?
So Steve.
Yes, okay.
Thank you.
That's agreed.
That's nothing else.
Can we agree with the minutes?
Yes.
Okay, that's agreed.
Karen, do you want to say a few things before we get the reports, please?
I think if David was here, he would want to reflect on the work of the Housing Cabinet
Subcommittee.
So since the Housing Cabinet Subcommittee was set up, we have held seven Housing Cabinet
Subcommittee meetings and the Cabinet meeting has amended 14 policies which were previously
THH policies which officers reviewed and brought to the Housing Cabinet Subcommittee.
and that will total 16 if the two policies are agreed today.
So I think there's a number of ways in which the Housing Cabinet subcommittee has helped
shape the work in housing management over the last 18 months, certainly for myself and
for Stephen and for Gullum.
So we've certainly strengthened our policy consultations as a result of feedback from
the committee and hopefully that will come through in the asset management strategy paper
that you've got in front of you which had extensive leaseholder and tenant consultation.
I think we'd say that it's improved our contract management of poor performing contractors,
so we now report in our performance reports the performance of individual contractors,
and it's also made us more effective in our use of penalties against contractors.
And finally I'd say that it strengthened our performance just in terms of new legislation,
For example, AYAB's law, so the committee when AYAB's law was introduced, the committee
asked that the time scale set out in AYAB's law are now reported as routine in our performance
papers.
So those are just some examples of how in its short period of time, seven meetings,
the cabinet committee has strengthened the work that we do on housing management.
Thanks, Karen.
Thanks for those comments.
Greatful to you.
Shall we now move on to the agenda, yeah?
That's okay?
So 5 .1 is the first paper.
Housing management strategy review is called free review.
Okay.
Coby, do you want to come in at all?
Yeah, I'll just do a brief opening, Mr. Mayor, and then Karen can fill up the questions and
the gaps.
Item 5 .1 presents an update on the strategic risk register for housing management as of
January 2026.
It highlights the key risks facing the service, the actions taken to reduce them, and the
areas where further work is required.
Members will note improvements in several areas including resident -focused culture,
business performance, and management of economic uncertainty, reflecting the impact of strengthened
governance and Your Voice, Our Action Improvement Programme.
Just to also let you know that this is the third quarter is probably the most risky quarter
because of winter and so on and so forth.
Okay.
Please.
So just to say that this paper is our position as of January.
And it sets out the it gives an overview of the higher level housing management risks
that we've got which there are seven.
It sets out the mitigations and the control measures.
Since the last meeting, we've reduced the risk score for three risks.
Those are set out in paragraphs 3 .5, 3 .6, 3 .7.
Our highest risks are around stock condition, which we know drives the regulatory judgement.
Our second biggest risk is around the quality of data, and you signed off a data management
strategy which should help to reduce that risk over time.
And our third risk is our response to a major incident.
Over time, as we get better on these risks, we'll review those and those risk scores may
come down.
I wanted to draw your attention to one of the risks which is economic uncertainty due
to geopolitical situations.
We did revise that down in the last iteration of the risk review.
We will be refreshing the risk register in April and given the current situation it is
likely that may go up because that reflects our supply change and what we are purchasing.
I also think when we do the review in April that we ought to include a risk around infrastructure
such as water.
I would expect that to come in in the April risk review.
Thank you.
Anyone?
Members, please.
I was going to mention the one around geopolitical issues but you have captured it.
It was more of a note for 3 .12, the risk relating to managing major incidents.
I think generally we do quite well and now it is more connected with our civil contingencies
function.
Matthew is here.
The role of councillors, we tend to come out as well as officers to those major incidents.
I think some kind of training as part of the induction Matthew would be useful as part of the next
Cycle, I know it's offered to councillors in terms of what their role is what their function is how they can support officers at that
Time, but it's probably not
It hasn't been clearly communicated to councillors. I know officers have tried through trainings
If that can be considered sort of for the next term as part of the induction so we can support officers better on the ground
It's a reasonable ask if we can do that, please.
Is that okay?
Anyone else?
Nope.
Okay.
Good.
So straightforward paper.
Thank you.
We want to add to what's been said.
You're okay?
Okay.
Good.
Can we agree?
The recommendations, please.
Okay.
Approve a note.
That's done.
Thank you.
We move on to now the housing asset management strategy.
COVID.
Thank you, mayor.
5 .2 seeks approval for the new housing asset management strategy which sets out a clear
five -year plan for maintaining, investing in the future proofing of our housing stock.
The strategy creates a robust golden thread between stock condition data, safety requirements
and the financial planning, ensuring we deliver safe, warm and well -maintained homes while
meeting decent homes, building safety and net zero commitments.
And again, we will be making sure that all of these programmes are rigorously project
managed so we limit the amount of slippage that's available.
So this is Stephen's paper but I've told him that he doesn't have to be here.
In fact he's going off and he's drafting the letter and just getting it topped and
tail for the other discussion about the water pressure.
So just to add to Councillor Olmed's points, the paper, the strategy has been updated to
note the 609 million that's going to be invested to deliver the strategy.
The other thing I would point out is that the paper had a lot of input from external
expertise, so it's of industry standard.
And it also had a lot of feedback from residents and from leaseholders, and it does form part
of our regulatory improvement plan.
And the officers are here who were involved in some of that consultation, and there's
extensive reports throughout the, extensive comments throughout the report on resident
feedback and where they've influenced the strategy as we've gone forward.
Thank you. Anyone want to make any further comments? It's a very important
strategy piece of paper and very importantly that we have put aside £609
million to improve our housing stock, whether it's when it comes to fire
safety, major repair works, replacing or repairing lifts, and decent homes work, new kitchen,
new bathroom, double glazing, new doors where necessary.
So it's a big, big expansive piece of work that we are going to start.
We agreed that paper and cabinet that will underpin all the asset strategy.
Bringing in the improvement.
Thank you.
It is encouraging to see engagement with other panels to ensure.
4 .17 is about the comms and the good things we are doing.
There needs to be an annual performance report.
It says every two months there will be a performance and compliance review.
The annual performance relation, will it go out to all the residents within the states?
Is it a paper format?
Is it an online format?
So what is the thing?
Yes, so as part of the regulatory framework, we have to produce a council housing annual
report.
So that will come to the next housing cabinet subcommittee and that will then be pushed
out to all residents through different engagement channels that we use.
But that's a regulatory requirement.
It's the next thing that will come to the next committee meeting.
Anyone else?
Sorry, may I?
Please, Coby.
Yes, I just want to come in just highlighting that priority one labels damp mould, building
safety and repairs.
So there has been a lot of spill going around the social media sort of outlets about us
not taking building safety and resident safety seriously.
so clearly this is to identify that and that's number one on the priority list.
The other thing is in terms of what Karen was saying about the annual report, I've had
meetings with the new community safety director and what we'll also hopefully be doing is
integrating a lot of the ASB work and the work that the FIOs do around the estates and
the police so that residents are better informed so feel more secure in their homes.
Thank you.
Go on, Said.
One quick point, on the housing asset management strategy, is there a reason why we haven't
got it forward from yourself and the lead member?
We are in so much near Perta, we don't want to be in any way any misrepresentation.
We have to go forward.
We will pick it up post -election.
Go on, Said.
Sorry, Mayor, just very quickly.
4 .24, if officers can kindly clarify this, 39 % of residents felt that the strategy did
not reflect the needs and concerns of residents in Tower Hamlets.
What I'm looking to specifically understand a bit further is there's a reference to locals
already living and working in Tower Hamlets should be prioritising this strategy.
What was the actual feelings and sentiments around that?
What was the actual message that they felt the strategy didn't cover?
Locals living and working in Tower Hamlets.
That's what the report says.
This is assuming we are prioritising people that don't live in town.
I don't understand that point.
4 .24.
I think there may have been some confusion when we were talking to residents about the
strategy because they also were telling us issues around schools and SCN.
Maybe there was some confusion about what type of assets we were talking about.
I wasn't close enough to the consultation but my reading of that was that there may
have been comments that were taken a little bit out of context.
But colleagues who were closer to the detail may be able to come in.
Thank you.
Just to echo what Karen was saying, some of the concerns that were raised in there around
schools and SEND were valid concerns that we took into account but we just had to go
back to residents and explain that they were actually picked up in other strategies that
already got in place across the council.
So it's not that they're not important and don't sit within this, but already there's
strategies in place essentially which are covering those points.
So that was the only point there, 4 .24, we're trying to address.
Thank you.
Can I thank you for the strategy?
I mean it's a very good document and I've had the partnership with you in trying to
get it involved.
I'm so grateful for that.
However, Karen and Steve's back.
Steve and Kabir, last month we agreed in cabinet
the 609 million, I know it's here.
We need to get that procurement papers,
in specification, tender document up and running
as soon as possible.
Where are we with that?
Because end of the day, and I know you've got
a pot now, you're doing a lot of the emirates
work but we want to get down to the substantive work and get the improvement in those talks
up and running and appoint those eight contractors. Where are we with the tender pack, Steve?
Thank you, Mr Mayor. I was just doing that letter. That is circulated for your comments,
so you can see that in a bit. We are concentrating on the SEC to get those essential schemes
through, but we are also talking with procurement colleagues and legal services to start drafting
the getting the technical legal advice on the forms of contract etc that will
feed into the procurement process so that is that's the point we're at and
legal services are in the process of putting out an invitation to the market
to using some legal firms to give us that advice so that's the that's the
Richard and it's not here.
So it's very common, I'll bring it.
Go on.
So I'm glad you mentioned Richard because I've
approached Richard on David's behalf to ask him
if we could have a meeting with him and with John
Lloyd about how organizationally we get
behind Decent Homes because whilst Stephen's team can
deliver it, it does need other bits of the
organisation to be sort of moving at the same pace,
procurement and legal and finance.
So I've asked for that meeting just to explain to
We need to start moving so that we can deliver a lot sooner than we would ordinarily do if
we went through the normal process for procurement and legal.
Thank you, thank you. That's why I just said Steve. I was going to bring him in, get the
other part of the council aligned, because we don't want to repeat what we've experienced
after we came in, that was three years back.
We've allocated the money, the money is there,
we just want the procurement process please to start
and to end as quickly as possible.
So if you could have help from your team,
and Steve you could speak to Richard and procurement
and his team, they need to get on with it.
So housing, legal and procurement needs to align,
and I want to see a tender pack ASAP please,
yet, so and Isaac can ask you for a meeting sometime next week.
I want to be in that meeting too, where all three parties are there.
I want to see a forward plan and a timeline, please, yeah?
So we're sitting on money where people are, some people's houses are seriously a problem,
not fit for human habitation.
We've got serious condensation and mould problems in some flats,
and you've got water pump problem in some buildings.
I know we're doing some engines work now, but long term we're going to sort it out.
Okay, please, we'll do on that meeting the timeline as soon as possible.
Okay, any other comments on this?
Okay, can we agree with the strategy?
It's a good strategy.
Thank you to all the officers.
Thank you.
Great.
It's agreed.
Okay, can we go on to the next one, please?
The Council's Housing Domestic Abuse Policy.
Covid.
Thank you, thank you, Mayor.
Item 5 .3 asks the subcommittee to approve the council's new domestic abuse policy for housing.
The policy strengthens our response to domestic abuse by ensuring a consistent,
trauma -informed and victim -centred approach across all housing services.
It also supports the work towards Daha. Daha stands for Domestic Abuse Housing Alliance,
which I mentioned the other day that we got a bronze award for.
So we want to increase that.
The Daha accreditation and that will ensure that we meet the regulator of social housing's
expectations on safeguarding, partnership working and resident support.
Thank you.
Karen, do you want to please go along.
Thank you, Mayor.
I think as Councillor Ahmed has mentioned, this is very much about strengthening our
approach.
We are now one of a handful of local authorities where both the housing management and the housing options functions
Have the domestic abuse in housing Alliance accreditation
We've got the bronze award. We're now working towards the silver and hopefully we want to be there getting the gold
This policy is about strengthening and leveraging the support package across the council to housing working in partnership with all the internal
Services, but also externally with the NHS other partners around how we support our residents
those that are at risk of DA and those that are unfortunately victims of DA
and it's particularly focusing on having that strength and safeguarding approach
and this is critical to some of our compliance work as well with the regulator for social housing
and Daha is obviously the gold standard when it comes to that sort of work.
Thank you. Please, Tala.
Thanks Mayor. I just wanted to thank officers for the work they've done on that Daha accreditation.
Glam did say we're one of a handful of councils that have that accreditation
So we want to be the best in anything that we do, and the fact that officers have worked
to put together initiatives and policies and procedures to get that, I think is commendable.
And more importantly for survivors and people, sadly, that are victims of domestic violence,
this will hopefully safeguard them even more.
I wanted to connect something else that we've discussed in other forums quite recently.
As part of the strategic plan, you may remember there was this indicator where we were tracking
survivors that have access to our domestic violence
infoservice basically, and then felt safer afterwards.
And we were tracking sort of what are the reasons why
some felt they were unsafe.
And one of the issues were why the external factors
around housing maybe being too close to the perpetrators
or other, and we know as part of that work,
the public protection team has been working very closely
with the housing team.
I know there's quarterly joint meetings that take place
between both teams where colleagues from housing and public protection, they track referrals,
review themes and embed sort of their IDVA and monitor progress.
The IDVA case management staff are co -located with the housing team three days a week and
there's a number of things that we're doing to really sort of plug any gap that we've
got in those provisions.
So I thought we'd just make that point about the joint working and...
Thank you grateful thanks for those comments councillor Tala absolutely very very important group of people we need to
put in
Whatever resources necessary and policies in place to protect them and give them their showings. It's very important anyone else gone Tala
Sorry, I forgot one final point
To be so very innovative and forward -thinking I remember coming across this idea
I think it was another borough, they look at certain repairs data to indicate potential
issues of domestic violence, so whether it's broken door handles, whether it's something
else that is apparently an indicator of some sort.
Are we sort of thinking in that way?
Yes, so part of the policy basically talks about a massive training programme for things
like our repair staff, our caretakers who are eyes and ears.
This also dovetails with our broader resident at risk process, so again, when you do go
and you notice the broken door handle
or you've attended and you've found the window
needed replacing three or four times.
What's going on there? It's about that
professional curiosity. So that's something
we will be rolling out with our contractors as well
and expecting that they can find
their way over our policy and procedures
but obviously particularly with our internal staff.
We have nearly 200 odd caretakers
so there's a lot of visibility and operational
understanding on the estates and we want to draw on that intelligence.
Great, thank you.
Thanks Gudam, thanks Taler.
Please, Karen.
So the only other thing I would mention, it goes back to the point I was talking about
at the beginning about us having strengthened our consultation when we do these policies.
So we had really good support from the Women and Violence Against Women and Girls Unit
and conducted some very, very sensitive consultation, very mindful of venues that we chose where
we had some discussions with victims and survivors of domestic abuse.
Good.
Thank you once again.
With those comments please, can we agree this policy?
Okay, it's done.
Thank you officers.
I believe there's no other business.
Okay, great.
Grateful against our last meeting of this term.
Can we agree the papers?
And close the meeting.
Thank you.
Well done.
Thank you very much.
By the way, just a heads up, I am to be out next week.
I'll be back in just a few minutes.