Housing Management (Cabinet) Sub-Committee - Wednesday 11 February 2026, 5:30pm - Tower Hamlets Council webcasts

Housing Management (Cabinet) Sub-Committee
Wednesday, 11th February 2026 at 5:30pm 

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PUBLIC QUESTION AND ANSWER SESSION

Great, thank you and good evening to you all.
Welcome to our housing management cabinet subcommittee meeting.
Any apologies from anyone?
Yeah, the lead member, Kobiir, is not here, so apologies, but we do have a quorum of our
councillors here.
Thank you very much.
Any declarations of interest, councillors?
Nothing there, great.

1 APOLOGIES FOR ABSENCE

2 DECLARATIONS OF DISCLOSABLE PECUNIARY INTERESTS AND OTHER INTERESTS

We've got the minutes of the 5th of November 25.

3 UNRESTRICTED MINUTES

Anything there you want to raise?
Can we agree it?
Okay, thank you very much.
Then we've got councillor Khan from the housing scrutiny subcommittee chair.
Councillor, thank you, please feel free.
Thank you, Mr Chair.
Thank you, Mr Mayor.
Here to present some key issues we in overview of scrutiny we have identified.
Since last housing management committee subcommittee on 5th November,
Housing Regeneration and Scrotumy Subcommittee has met twice.
At our meeting at 8 December, we discussed the three main items, housing option transformations
and programme, housing delivery and regeneration infrastructure, priorities and support delivery.
ONS will provide the update on those items in due course.
However, I wish to keep our discussion today focused on the performance of the Council
and landlords.
At our meeting on 13 December, we discussed two issues, landlord performance, we discussed
the report on landlord performance covering the council as well as the local PRS.
We are grateful to the PRS and the council housing service for providing data on the
committee on a quarterly basis.
However, we do find the data in only the first step, not the end of itself.
For example, we received the data on how many fire safety cheques have been carried out,
but there is no data for whether defects found during the cheque are reminded.
Those tennis satisfaction measures for the quarter two are on our agenda today.
And may have the same experience, we are working on how to get the better and more update on the data so that we can scrutinise performance effectively.
We hope the council can take that lead on this.
We discussed the big door knocking from which the service collected a great deal of information.
We hope that Council can collect this information in real time in the future.
We also discussed two issues which is wanted to draw to your attention.
Many of our residents in Council owned homes and RSL properties have lifts which frequently break down.
sometime every two or three days and they took long time to repair.
We asked officers to ensure that those problems are not replicated in the council owned housing
stocks.
One of the problems with mending the lift has been that RSL does not keep the stock
of spare parts.
and obtain parts, delay the final repairs.
Riverside Housing Association is now setting up a store of common parts
and minimise the delay.
We suggest that Council should consider doing the same.
Water. When a new development is populated,
that begin draw water from the local supply and this can mean that nearby
state lose their water pressure, particularly residents living above the
first floor, second floor. Some residents have been left without water supply for
days and running into weeks. This can be corrected by pre -existing state
installing water pumps but this process take time.
As a section 21 notice have to go out before the works done
and we do feel that when the planning application
for new development submitted,
the council should cheque the effect it will have
on the local water supply,
whether any building will need water pump
to ensure the supply reach the upper floor.
Thames Water is responsible for ensuring the water is supplied,
but we believe that council should alert them
during the planning process so that they are prepared.
Thank you, Mr. Mayor, for giving me opportunity for this.
Thank you, Councillor.
Thank you very much.
Thank you for coming very much.
I appreciate the work that the Overland School of Engineering
us generally, but also your particular subcommittee.
Thank you for your contributions.
Okay, shall we move on colleagues?
Yeah, okay.

4 a) Chair's Advice of Key Issues or Questions

5 a) Approval of the Council Housing Annual Report 2024-25

The first paper is 5 .1.
I've requested that paper to be pulled for today's meeting.
I'll give you the reasons why, and for the paper to come back for the Cabinet on the
11th of March subcommittee.
Is that okay?
I just want to make the following statement in support, please, of what I've done.
The publication of an annual council housing report demonstrates compliance with the regulatory standard on transparency, accountability and influence, which we very much value.
The annual report in the Agenda Pack gives tenants important information on how we perform as a landlord and how we spend tenants' rent.
Whilst this report gives a good account of our housing services, I want to say more about
how we are building more homes to help our tenants and our residents who are living in
overcrowding and unsuitable housing.
There are several innovative and transformative streams of work, of delivery work, that this
report I believe needs to capture in a bit more detail.
As such, I would request officers to bring an updated report back to the subcommittee
on the 11th of March, after which we will then publish the approved report on the Council's
website for transparency and accountability.
Is that okay?
So we're skipping that for now.
We're moving on to the next agenda, please.
5 .2.
David.

5 d) Tenant Engagement Activities

The next item is a report on the approval of our housing management.
Gulan will introduce it in the main changes, but I think we've very much tried to take

5 b) Approval of the Housing Management Service’s new Leasehold Alterations Policy

an approach here which is an enabling one and one which allows particularly for things
like residents to, you know, we had a case recently, Mayor, where the residents wanted
to expand their home, for instance, to allow for their growing family size and if we want
to be more enabling about that sort of thing.
So I'm going to ask Gulam to introduce him.
Is it Gulam or is it you, Karen?
I just want to say a few words.
So we did have an existing policy.
There was one at THH, but this is refreshed with leaseholder input and making sure that we've reflected the Building Safety Act
requirements. We can't unreasonably withhold consent.
What the
the new leaseholder
policy does is it lists very helpfully and gives some guidance on underfloor heating, solar panels, our view on
hard floors and on stacking, also sets out the fees and sets out the process.
It also sets out for people who have an unauthorised alteration and how we'll deal with retrospective
consent.
So Alfie is our lead policy officer.
He's done a lot of the stakeholder consultation with leaseholders and leaseholders are very
welcoming of the report, said it provides a lot of clarity, but also asked for a few
minor changes which we've incorporated into the report.
So I think it's an excellent piece of work,
and I'll just invite Al for you to say something
around the consultation.
Thank you.
Yeah, so we received feedback on the policy
from leaseholders, both via quite detailed
email correspondence and an in -person policy workshop
in addition to also analysing and generating feedback,
insight from historical casework to inform us
of what leaseholders' most common concerns are.
We conducted benchmarking also with other alterations policies and we drew on insight
generated from surveys and existing avenues for resident feedback.
Feedback as Karen said to the policy was generally positive with one leaseholder saying that
the policy is a good update in response to current legislation and a clearer path for
leaseholders to follow.
And we're pleased to say that also multiple material changes were made to the policy following
the high quality feedback that we received, including sectional liabilities, relaxing
of criteria around room adjacency and also a willingness to deal with flooring restrictions
on a more case by case basis.
And the full details of these changes are set out in the cover report.
But while we can always do more, we do feel that this policy is a positive update.
Thank you.
Thank you for that.
But the lead member is very much behind this policy,
the new alteration policy.
Thank you for updating it.
You've got my full support behind this.
As David has said, it's an enabling policy.
We can't provide everyone with a new house.
We can't provide everyone with a bigger house.
But there are many people who have been waiting for many years,
you know, nine, ten, eleven, twelve, fifteen years sometimes, on the waiting list for a
family sized home and their kids and them are going through a lot of trouble in the
meantime. This is to enable us as a council whether do alterations, internal alterations
to make it into a bigger house or extension, either roof extension or garden extension,
so that we can provide more space, more rooms where possible,
so at least to alleviate the overcrowding in the existing household.
And I and Steve, Steve Platt visited a home on the last week.
You know, it's a two -bedroom flat, so overcrowded, it's unbelievable, Steve.
It's very sad to see those kids running around.
The living room is effectively a bedroom.
Kids don't have a place to sit and to do their homework.
But with a garden extension, we know the overcrowding can be alleviated.
So I'm really grateful for this policy.
I know we do have an existing policy in any event, but this regularises it.
that gives people who see this policy an assurance that where it's possible
alteration extensions
Not to lose this and create bit more space and at least in the meantime that can help them
Of a bigger bigger space size, so I'm very grateful. Thank you colleagues any comments from anyone can sort of say the endeavour to me
just a quick comment, man just wanted to understand the
the consultation we've had with these holders.
How was the extent of it and did you receive anything different
what you were expecting?
So we held, we organised an online survey,
we've held some workshops, we've obviously looked extensively
at the sort of casework we've had around alterations previously.
I think the majority of the feedback has been positive.
The historic policy we've had has been quite prescriptive and narrow
And I think members would often acknowledge that you often get case work where it's a
case of unauthorised alterations undertaken by leaseholders that are then causing issues
for tenants that we are often struggling to deal with.
I think what this does, it gives the clarity of guidance, it encourages people to come
forward and make changes positively but in a compliant way as well, particularly on things
like boilers where there's implications for plumbing and leaks.
So I think the response we've had has definitely been positive because it is more enabling
then the document is replaced.
Councillor Mayeux, anything?
Question Mr Mayor, but I will change it a bit.
So obviously we've got, we understand how difficult it is to get hold of or consult the absentee leaseholders.
I just wanted to know have we approached them or what method we use to kind of communicate with them?
That's my first question. Can I ask the rest in one go?
Yeah, of course.
And my other one is related to page 8.
So in terms of alteration, 48 and small 8.
I mean, you're saying that obviously from Tamla's homes and from previous,
regarding unauthorised alteration and so on.
So I just wanted to know how we send in the reminders,
including the absentee, there are absentees, and what steps and actions we're taking.
Sure, so just again on the consultation point, Deputy Mayor, we reached out to all the leaseholders
because we hold contact details, obviously the opportunity for the survey, participating in the workshops, that was there.
We've also got things like access to data from complaints and other things where we've engaged with leaseholders,
so we've utilised the data set that we have to get in touch.
Obviously everyone receives service charge actuals and buildings, so we hold contact details.
We've reached that in that way.
In terms of how we continue to promote the messages, particularly around regularising alterations,
we have leasehold newsletters that go out with the service charge actuals and the service charge estimates.
That information is published there, so that's twice a year people are getting messaging.
We are working at the moment in terms of developing a bit of a comms campaign, again through the housing WhatsApp group,
which we will look at promoting and encouraging people to use this, particularly with the
launch of this policy, that will promote it.
But we've also got a slightly more expanded alterations team as well that is more able
to go out and engage with leaseholders.
That's something we haven't done in the past where we've been very back office transactional.
We're looking to change our working approach and sign costs more proactively.
that we have not presented
Barry ,
absenty lease holders were picked up as
part of things like email.
When they send details of the survey the
opportunity come in for the workshop we would
have had correspondence as this.
.
.
mentioned here in terms of engaging with leaseholders, a new way of understanding through the workshops.
So these are positive things that we would like to encourage and I'm sure residents and
leaseholders are happy with those kind of engagements that we had. One of the things
that I wanted to flag up was as a councillor hat on, many of our residents complain about
wood floor, the noise, etc, etc. I see here that you've sort of kept it on the sort of
soft -touch area, I mean, what are the...
If there is a complaint, how are we going to pursue this,
even with the planning permission granted or alteration granted?
So at the moment, Councillor, there are two types of leases the Council has.
One is the GLC lease that explicitly says you cannot have any laminate flooring
in your property under any circumstances.
Only hard flooring is allowed in the bathroom and the kitchen.
and then there's the revised LBTH lease which sort of is largely silent on this issue.
Our policy has historically been to not allow any form of laminate flooring,
but I think it's fair to reflect that the world has substantially moved on,
laminate technology has moved on, you can get up to now 12mm thick laminate with sufficient underlay,
and I think what we are saying is that where leaseholders are requesting to instal hard flooring,
There could be valid reasons, medical reasons even, as to why they don't want carpet.
It will be on the proviso that it doesn't cause noise nuisance.
And if it's found to be a problem, that obviously we will reserve the right to revert back to the clauses in the lease
to say actually this is no longer so.
It's an accepted risk at the point of application that this is contingent on it not being an issue
and it not interrupting the enjoyment of other people's homes.
Thank you. Sorry, I was just talking to David. I'm just looking at page 49.
I don't know how I overlooked it. I know things will say no to.
One tourist, you got some discretion. Others you said blank it, no.
The one that's come to my, just jumped at me, is the one water pumps.
So there are some buildings or there are some tourist houses where the water pressure is so bad
and having a water pump at your own cost, it does help to get the water flow.
So if it's a three floor, two floor, three floor tourist house, sometimes water pressure is so low
you've got a shower on the second floor, you hardly get pressure, water pump does help.
So to say a blanket no because of noise etc etc etc I think should be on a case by case basis.
If someone can justify good insulation and low, there are modern pumps, the noise is very low,
then they should be given permission. At least they will have water on the higher floors, there's no water at all.
So can we just look at that please, the water pump one.
Happy to look at that Mayor.
I don't know how we are going to do it David, so I'm going to say on this one, on a case
by case basis rather than blanket now.
Go on David.
Sorry, I would suggest subject to Matthew's advice from Democratic Services that we put
a delegation in to agree a revised form of wording in consultation with you, which we
then report back to the next subcommittee so that it's still there for the public record
and obviously it'll go up on our website.
Is that okay Matthew?
Yeah, that sounds fine to me.
Okay, we've only got all night you know, we're going to move on.
Go on quickly.
The other neighbourhood, they had a policy in terms of like front doors, design and colour.
Do you have anything like that?
I just wanted to know, that's all.
No, so we don't insist on any the only thing we ask for is that it's FD 30 secure by design
compliant on front doors when a lease holder changes it.
Outside of that we don't specify any of the requirements around colour and design.
Thank you.
So thank you for the policy.
We agree with the recommendations with that further amendment on page 49 to the water
pumps.
If you can agree on the appropriate wording, please, and then we'll note you at the next
cabinet meeting, subcommittee, and we'll put it out.
Thank you.
That's done.
Thank you very much.
Then can we now move on to agenda item 5 .3, please?
Thank you, Mr Mayor.

5 c) Your Voice, Our Action: Safe Homes, Great Services Programme Highlight Report

So I'll hand over to the team in a minute, but just to say that obviously the point of
self -referral to the housing regulator. We obviously did a very comprehensive
self -assessment but we didn't just do that we obviously agreed as a council an
improvement plan which is the Your Voice Our Action plan. We also didn't just
decide to submit that plan and then you know work to it behind the scenes. We
agreed we would report progress to every one of these housing management
subcommittees and it sets out ten themes which are within the plan and over 100 deliverables
and the progress we're making against those and also includes some really important updates
from the most recent quarter.
I think this is a very important part of us being transparent with our tenants and really
sold us about the improvement journey we're on and the work that we're doing to turn ourselves
around.
So with that, I guess Karen, Connor, I don't know if you want to add anything.
David's right that this improvement plan is directly responding to the regulatory judgement.
So I often, when we have this discussion, just refer members to the table, table one,
which sort of sets out the 131 deliverables, sets out how many we've completed, how many
are on track, how many are overdue, and how many haven't started.
I mean we're aiming, I mean we can give you a more recent update on this because this
paper was published in the beginning of January, so I can report that there actually are no
at risk, there is one in the report, but that has been closed down and been managed.
I mean I would just say that this, we hope to close all of these down by June at some
point, and Lisa's joined us in the team in order to sort of help us to develop a Your
voice our action part two, which will be our road map to a C1.
So we'll get very close to closing these down and then we'll be coming back here with a
sort of proposed further improvement plan which will move us on and start to get into
the detail around decent homes and all of the other things that we know that the regulator
is keen for us to make progress on.
What I would say is the ones that are overdue, there's a table at the back to say why they're
what the impact will be if they're not delivered and what action we're taking to get them back
on track.
Just on that overdue, thanks for the reassurance on the one at risk, page 67, asset management.
There are six matters overdue.
Is that case still?
Six matters overdue?
On the asset management.
Yeah.
I have a quote from a very nice moment done by the table.
So on the overdue, we were forced to admit that there were 17, but occasionally there are at least down to nine.
So a lot of those, when you get your report back and watch, you'll see that a lot of those overdue are now down to a single thing.
Okay, that's helpful. But that's nothing there we should be overly concerned with, the overdues, Karen.
Well, there are some related to IT.
Right. If you use the mic, Madam, please. Thank you.
There's a couple related to IT, but we've got a plan.
It's just about when we actually start implementing those.
Okay, anyone else?
Go on.
Sorry, sorry.
So there's total 22, either risk, overdue, or not started.
So are we confident they're gonna be completed
on pace one by March 20, by end of March?
Yeah, if you look at the table,
Some of them have been re -profiled for a sort of a later date.
So for example the data improvement one, it's recommended that the delivery date is re -profiled to June 26.
So it's moving beyond the March, but I think beyond March, between March and June, we won't have very many that haven't been closed down.
So whenever we sort of like, we assess them and re -profile them, we always give them a new end date.
I think when we get to the March report, because this was produced in December, when we get
to the March meeting on the 11th of March, I think you'll see that a lot more have closed
down and we're really into single figures in terms of the ones that are remaining in
the programme.
Thank you, Mayor.
So thanks for this, Karen.
Just want to understand, for us to achieve the compliance with the regulators, what are
the key areas for phase two and what's the timeframe like achieving that?
So we know, and David we talk about this all the time, we know that the things that are
driving the regulatory judgement are decent homes, the percentage of non -decent homes
that you have.
Stephen and I sat down today with the Capital Asset Team in terms of how do we lean into
that and really make sure that we're getting the right programme, capital programme, to get
that decent, non -decent home figure down. And the other thing that drives non -decency,
the other thing that drives a judgement is the amount of outstanding fire safety remediation
actions that you have to do. So that was one of the reasons why we self -referred, so we
I know we've got to get those numbers down.
So these are surveys have been done,
fire safety actions are needed,
high, medium, low, we've got to get in and sort those out.
That's going to take us a bit of time.
Regulators are aware of that.
We had a special meeting with them a couple of weeks ago
just on that alone, where we started to forecast
what number we would reach by September.
Those are the two things that would drive
a regulatory judgement.
So I think for part two of the Your Voice, Your Action, there won't be 126, 31 deliverables
and there won't be ten work programmes. There'll probably be about five work programmes and
they'll be very much framed around stock decency and building safety. Those are the two things
that drive the judgement and the regulator is interested in us coming back for a regrading.
We've talked to them about what we would need to do to do that.
David and I have talked to them and we're going to share that with the Mayor and Councillor Ahmed
just in terms of the takeaway we got from them in terms of going back.
But everything's moving in the right direction, it's just going to take us a little bit of time.
But the meeting today with Stephen was about how do we mobilise the resources to do it quicker.
Just to add to what Karen said, I think one of the key bits of work that has really progressed
is our stock condition survey where we've really improved the percentage of homes we've
got up to date in recent information.
That helps with the journey around working out where we need to invest and it's also
telling us more about our stock so we can reduce the levels of non decency.
I did also want to reassure that on things like fire safety actions we've made a lot
progress and supporting of self referral we still have more to do but the
trajectory is very positive and Stephen is all over it I think he's holding
weekly meetings with his teams to to really drive that progress but but we
are absolutely on the case I suppose the third thing I just wanted to say is that
that we've done a number of things in the previous item will contribute to our
hope they're improving regulatory judgement so things like the new
anti -social behaviour policy is something that the regulator would want to see and you
will hopefully be agreeing that shortly as a cabinet.
There are a whole other series of actions around things like resident engagement as
well which will drive our improvements.
The regulator said we can see you've got the right things in place but we want to see evidence
that that's actually translated to action and I'm very confident the next time the regulator
comes we'll be able to show that we've done a lot of things as a result of
those engagement structures that we put in place.
Please.
Mr. Mayor, I've brought some stats along on decent homes and on FRAs.
I thought we might be asked a question later on, so I'm happy to leave them till then.
So with decent homes, as I say, myself and Karen were looking at where we are, and it's
We're looking at, by the end of this financial year, around 26 % of our stock would be non -decent.
But we're looking at how we deal with windows in the survey programme.
As opposed to doing them as a block, across a block, we're looking at individual condition when we do the individual surveys,
which we think will improve the position.
That said, once we get 100 % by the end of the year, the non -decency could increase,
But we've got our capital programme now being agreed for delivery.
So again, communicating with the regulator about when we're going to be delivering it and resolving it is going to be very positive.
So it's a moving picture, but we need to have, as Karen said, the plan that this will be done by then.
Cranbrook Estate, for instance, we know is complex.
That will be done in three or four years, but we can say it's going to be done in three or four years because we've got the money.
How many, what percentage of the stock have we surveyed to date?
I believe we're up to about 60 % and we can do 100 % by the end of the year.
Okay, great. Thank you. Can we agree the recommendations?
Agreed.
Sorry, you want to say something? Shabbir, sorry, apologies.
Just quickly, talk about phase two. Do you have a timeline on this when it's going to be...
We will actually see the plan.
I'm sure we'll probably be bringing something sort of, we've only got one more meeting of
this meeting which is in March.
I guess we'll have more in June.
So I would imagine it would probably be June when we'd be bringing it back to the cabinet
subcommittee.
We've already started the work but we know that it won't be like this, it will be different.
We'll be focusing on those key drivers.
for a regrading.
Okay.
Can we agree with the recommendations, please?
Yeah.
Okay.
Thank you.
5 .4, resident engagement impact.

5 d) Tenant Engagement Activities

Yeah, on this one I'll just hand across to Karen.
It's just a report to update you on all of the tenant engagement activity that the team
have been undertaking.
So it details the door knock, which got 80 officers out on the ground on estates, knocking
on 400 doors.
There's obviously we've ran six estate fund days, which had about 2 ,000 residents engaged
on that.
And we've also consulted, had four consultations on 10 new policies.
So and 180 residents were engaged in the process around developing a complaint compensation
and income collection policies.
So it's really just setting out all of the activity that we've been doing over the last
six months.
Thank you.
Anyone?
Any comments?
Said.
Thank you, Mr. Mayor.
So I think we can see that you had a mass door knocking exercise.
And I think from my experience, Mr. Mayor, we know that door knocking is the way to reach
our residents, to understand what the problems are.
No matter how many emails or surveys, whatever we do, door knocking is the best way going
Are there any plans of having this level of engagement continued so residents can have the voice heard?
And if so, when is the next door knocker planned?
Thank you, Councillor. In terms of whether or not we are continuing this, absolutely we expect this to be an ongoing feature of our resident engagement programme.
What we've just recently done is to consolidate some of our resident engagement resources.
So it's now a single consolidated team with a singular focus of delivering that resident engagement in a more structured way
and ensuring that we're demonstrating outcomes from that feedback.
The programme is currently being worked up, so what we're hoping to do is, in addition to the big door knock, have something called the big ring around.
So again, it's contacting residents proactively to try and talk to them about their issues,
and it gives us that sort of diversity of feedback.
So it's not your traditional survey,
but it's us reaching out to our residents,
checking in, understanding household composition,
only outstanding repairs issues,
things that they may feel that we are not responding to
as effectively as we need to as a landlord.
That is being developed and we hope to kick off
as soon as possible.
Please, Karen.
Just to say that, I mean, the door lock is really important
because you're right, we do get really good feedback on the door lock.
But for me as well in the Gulland, it was really about getting offices out on the estate.
So 80 offices out of the office on the estate all day, actually knocking on people's doors,
listening, picking up casework, following that up. I think there was about 400 actions or something
that arose out of all of the door locks that we had. Everybody wanted us to pick something up and
come back to them about it. So for me it also was about officers being visible
and out on the estate.
Good, David anything you want to add? This should be okay. So it was just the other thing to add to
things like the door knocks are that we do do a lot with our tenants and
residents associations and quite a number of events and engagements and estate inspections
as part of our more standard processes as well.
We're not doing any of this at the expense of that.
Good, thank you.
Are we okay with it?
Shall we note the report yet?
Thank you.

5 e) Tenant Satisfaction Measures, Quarter 2 2025-26 Performance

Shall we move on to 5 .5 please, tenant satisfaction measures binary report.
David.
This is obviously part of what we do at this committee is update regularly on our tenant
satisfaction measures and what our tenants are telling us from that.
I will say that what we don't do is just go through the satisfaction scores and then just note the results.
We do a lot of follow up with those who are unsatisfied to understand what their issues are and what we can do about it.
Quite often we pick up things like seasonal factors and perhaps issues which are nearly a rising one.
So I'll hand over to the team and give them more of an overview.
So just to say this is a regulatory requirement, we do it every quarter.
Over the year we talk to a thousand people a year, residents a year, so it's 250 residents
a quarter.
This is a six month report, so there's 500 views expressed here.
When we do the perception survey it's done by a third party and they ring residents up.
It's not dependent on whether the person has actually had a transaction with us or engaged with the service.
We just pick them up and we say what do you think about, we're not following up on your repair.
We don't say that, it's about what is your experience of the service, whether they've had a transaction with us before or not.
So these are perception surveys which might be sometimes when people answer it,
it might not be, they might not be relaying to you what their actual experience of the service is.
they might just be relaying to you how they're feeling that day.
So that's the thing just to bear in mind,
is it's not a satisfaction with a particular service that they've received,
it's just how are you feeling generally about the service.
So I would say overall, we are in the top quartile in London,
so the top quarter, we're in the top quarter for all of our percentages.
There's been a 6 % improvement, which I think is statistically significant
for overall satisfaction.
and we're in the top quartile as well for complaint handling and we're 5 % higher than
the London average. The area where we fall down is in people whether they feel safe.
So we've had a 5 % drop in that in this perception survey and David's right, when we get these
negative views we go back and ask Key West to interview those people and tell us why
that was. Now when you get asked that question you might think that the
response is related to the building, the safety of the building. It's not, it's
related to ASB. So when they're not feeling safe it's not I don't feel
safe in my home, I feel safe in my neighbourhood. So that's what we get back
when we do that deeper dive. So obviously there's work to do around the roll out
of the ASB service and hopefully the COs will start to sort of make an
improvements sort of here, but that's where we're falling down on in that particular indicator.
So now that we know that, there's more work that we need to do around people feeling safe
in their neighbourhood as opposed to actually in their building.
But we'll be reporting on this again in another, we'll be reporting on this in March because
then we'll have the whole year's worth of the TSMs and obviously there are seasonal fluctuations,
but this is just reporting on the last six months.
Thank you. Anyone? Please, Dr Demetre.
Mr Mayor, I'm looking at the complaints figures of the graph.
So dissatisfaction is very high, I get that, but do we know,
I mean, in terms of the categories, what exactly it is?
What are we doing to kind of improve on that?
It could be some of them could be minor things,
it could be something very simple.
But what are we doing? Because it's quite high.
... on the first graph, dissatisfied.
So what of that, I mean, what is it that they're not very happy with,
dissatisfied with?
It could be because we didn't uphold their complaint.
That might be a dissatisfaction for somebody.
So I mean last year there were 868 complaints.
Sixty -three percent we did uphold.
So we generally do uphold complaints.
And of the ones that we didn't uphold, 18 % were escalated.
So I mean if members are minded we could go back and just dig deeper into that 31%.
But the 31 % I think would be probably reflected of the fact that we maybe didn't uphold those complaints.
Yeah, I mean, Karen's right and obviously what we always aspire to is to reduce the number of complaints and reduce the escalation.
And on all of those metrics we are improving.
and also we're determining a lot more of them in time.
I mean particularly we were 100 % on stage 2 but we're proving across the board on complaints.
So compared to where we were, this was a key part of our self referral where I think we can really demonstrate progress
but obviously it's never something we can be satisfied about whilst we've still got complaints coming in and we're upholding them.
Could I just... Sorry, Mr Mayor.
Just to come in, comparing the standard of complaint responses
I've got here compared to previous boroughs,
our responses are very, very good.
They're very clear, they're very grammatically well put together.
They're very impartial, they will hold our hand up
if we say that something hasn't happened and that we agree with them.
So I actually do feel that they're a very...
I don't feel it's a one -sided defensive response.
I think they're very even -handed and very reasonable.
I mean, I note what you, the corporate director and the directors have said,
but if we look at it, if you look at page 102,
satisfaction and hand -in -crown complaints,
where 62 .2 % are saying they're dissatisfied,
That is serious stuff. That is terrible.
That's a reflection of what we pick up in our searches too, Steve.
That our complaint handling isn't that good.
That's serious stuff.
So how can we explain that away?
Where only 31 % are saying they're satisfied and 62 .2 % are saying they're dissatisfied.
If you look at the next one, 24 -25, satisfaction tablets, housing approach to complaints handling,
it was 66 % but it's come down by what?
About 3 or 4 %?
But it's very high.
How can you justify that?
So, if I can come in on this.
So, as Karen explained, this is obviously a perception survey.
So this is based on people's perceptions of what they think the complaints process is
without necessarily actually having engaged with the complaints process.
So quite often what we experience when we deal with residents,
they will tell us, oh but I've raised this repair,
it's not been dealt with or I've complained.
But actually when we go back to look into systems,
we've not had the reports, we've not had that interaction
in the way the resident understands that to be.
So because this isn't a transactional survey
where the person has complained,
then we're going back to the complainant to say,
how do you feel the complaint process worked for you?
This is just asking everyone generally, as a perception survey,
how do you feel the complaint services?
there's always going to be some of that disconnect.
I think London -wide, whether it's RSL or Housing Association or local authority,
this is one of those areas that tends to perform the lowest.
I think the other area is also around, if you consider things like the stage two,
for example, as David mentioned, we're determining all the complaints within the timeframe,
and in most cases increasingly we're getting the right level of redress.
But where people are sometimes also becoming upset because they are escalating
to the housing ombudsman and that also can be a very long drawn out process.
There is often that distinction because they see the complaints process as an end to end
process to a means.
So I think all those factors do certainly play into perception.
This is not to say that we've got it right and there's not room for improvement, but
there are lots of variables that are not strictly related to the actual complaints process itself,
I think.
Just to add to Goulam, all the registered providers have to ask these questions.
All of the councils who have houses stock have to ask these questions because they're
set by the regulator.
Everybody historically performs around these marks for most providers and our mark, although
So it's shocking that 62 % of people are not satisfied with the handling of complaints.
It's 5 % above the London average because this is generally the sort of area, the percentages
that most authorities are in, whether you're a housing provider or a registered provider.
And it's a bit like with the safety one.
There's probably a piece of work that we could take away, Gullam, to sort of get Key West
to go back, the contractor, and look at whether any of these people who have made the very
or fairly dissatisfied have had an experience of making a complaint and where did they feel
that it sort of broke down for them. So we can certainly get under the skin because we
can go back. We know which individuals we telephoned actually gave us that response.
So if you would like us to do that, I think we should anyway. I think we should do people
Thank you, I would like that very much.
I mean, we can package this up however we like, Ulam.
Okay?
Perception or actual experiences.
I do surgeries twice a week.
I do donro to stroke three, three times a week.
RSL properties and R properties.
I'm telling you, people's experiences of our repair service
hasn't improved fundamentally.
I'm sorry to say that.
They still moan about a repair service.
They still moan that it has not been done at the first time they attend.
They're still moaning that people are coming and going, and before that work gets done,
it's two free visits.
Perception is important too.
I know sometimes there could be misperceptions, but perception is equally important.
But I mean there is some correlation between actual experiences and perception.
And averages, London wide average is important, but I don't care about that much.
What I care about is what our residents feel about us.
We're not in a good position when it comes to repairs.
We're not in a good position when it comes to complaint handling, I'm afraid.
We're not in a very good position.
I think we need to have a deep dive in this. We need to really much understand it and we need to, rather than being defensive, we need to agree, we need to understand we've got to improve.
We've got to improve. How we, what council we inherited on the 5th of May 2022 and the council now, I know times on Sunday coming out, it's been two years and David and Stephen have been here, you know, not very long.
But we're not in a much better position than we were on 5th May, I'm afraid, when it comes
to certain complaints, when it comes to housing complaints, I'm afraid, that we do want to
see a serious improvement.
So I would really much want to see a separate paper on all the elements that are on the
graphs and to really have a deep dive, really want to understand where we're not improving,
why we're not improving, what else can we do as a council.
the members and officers together to bring about the change that we need to bring about
and at pace.
Please, yeah?
Go on, Said.
Thank you, Mayor.
I totally agree with everything you're saying.
And the fact that we're saying is perception.
That's quite dangerous because we think about the amount of work we're doing from the council,
just not just for housing, but everything else that we're providing.
The perception should be that actually the council is doing a good service for us.
We are doing a significant amount of investment from all sets of areas, from education to
people trying to make their lives much easier.
Although we know that housing is an issue, we know that repairs are an issue, but that
perception should change.
So it's quite worrying that we just leave it as perception and need to think outside
the box.
And I do the strategic performance report, Mr Mayor, quarterly report, and quarter after
we're saying that people don't feel that their homes are safe.
And I think we need to do a lot more than just sort of rely that is
because maybe someone's put a complaint through, or it's a perception.
There needs to be a robust process in place and actually tackle why it is.
And actually, and then really give us feedback on, OK, it's not safe
because X, Y and Z, and we are doing those following mitigations
to make them feel safe.
We need the full picture, end to end picture, because right now we're just given
one set of scenario and we're still we're trying to figure out where the puzzle is missing
I'm just saying I'm accountable to the residents of my borough, not residents of the borough.
That's for the London mayor.
I'm concerned about residents, our tenants, entire hamlets.
I want to go through the graphs, yeah?
Overall tenant satisfaction, 24, 25, 27 % of people are very, very or fairly dissatisfied.
You know, 30 % are neither.
So just under half, just under half are not satisfied.
That's another way of interpreting it.
If you look at quarter one, quarter two, 25, 26, 21 .4 % are dissatisfied and 12 .3 % neither.
I won't take the neither as a good sign.
you know, they haven't bothered to indicate.
For me, I don't know, I don't care about London,
I care about Tower Hamlets.
For me, I don't know, I want to know how a high -performing
borough who got, you know, when the housing regulators rating,
they've got one, or they've got outstanding,
I wonder what it is, what they get.
That's what I want to ask why to.
Sorry, David, I'll bring you in, yeah?
Then I'll leave the next one.
If you again, satisfaction of the safety of home, 26 .5 % and 10 .1 % not responding, 26 .5 %
they're not satisfied with safety in the home.
That's quite worrying, you know.
Last year was 24%.
So we're hitting the 25, 24, 26 % mark.
Satisfaction in home is maintained 26 .54%.
Very unsatisfied that their home isn't maintained properly.
That's quite worrying. It was 28 % before.
Sorry?
What's that say?
I think it's getting better isn't it?
Yeah it's getting better but still it's worrying isn't it?
It's quite a lot of red here.
Satisfaction with the neighbourhood.
The value point is signed for two quarters.
Fair enough.
That's for the whole year.
So that's a value point. If you look at satisfaction with the neighbourhood, again a fairly good number, satisfaction with handling of ASB, that correlates with what we know.
We're not doing a good job when it comes to handling ASB.
That's why we invested that money in more state cameras and in the timeless enforcement
officers.
31 .9 % is 33%, only slightly improved, but still it's not a good number.
We've done that, complained we've done it.
It's quite terrible.
Maybe perception, but at the end of the day, perception matters.
listening and acting upon views, 30 .9 % say we're not doing a good job.
That's quite terrible I believe if we're not listening, Council.
I'm not going to go through all of them.
Okay, we're treating tenants fairly and with respect.
14 % has come down to 13%, I think, reasonably we're doing, I will say.
But again, without knowing what other one or two boroughs, the top boroughs have their
doing, we can't really make a judgement.
But looking at it, on the whole, I don't think we're in a good position, to be honest.
David.
Thank you.
I think, I mean, obviously this is precisely what this committee is for, so that we can
hold a mirror up to ourselves and have a look at what the issues are.
and I think exactly as the lead member for resources has said, come up with some tangible action.
I think one of the really important points to make, even if you take that last one of treating tenants with fairness and respect,
where we have quite a good score, we still need to ask ourselves why did 13 % of tenants answer that negatively
and understand what the issues are and how we can improve our services.
when we met with the regulator we raised this very point with them because
your point is an interesting one, I understand that you're not
interested in other boroughs but some of the boroughs that go see ones have tenant
satisfaction scores that are way lower than ours considerably lower but what
the regulator said to us is actually the TSM measures are a route into
understanding the issues you need to resolve and and they're more interested
and how we use the data to then inform how we improve our services.
So I think this point around we go back and we talk to all the people that have expressed
dissatisfaction and we come up with some actions off the back of it, that's what they're looking
to see.
But there are C1 authorities in London now, Enfield and Westminster, particularly one
of those who have scores which are considerably behind ours, but that doesn't mean that we
sort of as you say take the foot off the gas because we can't be happy with some
of those scores when so many people are unhappy but what we have to do is go and
talk to them and come up with the actions. If you take antisocial behaviour
and people feeling safe that's why I think one of the key moves is this new
policy that we're bringing forward that makes it clear to people what they can
expect from the antisocial behaviour policy, sets out the service standards
and has also put resources in in the way that you described Mehr so I think I'm
I'm hoping that that will mean tangible actions that people feel make a difference.
But obviously the proof will be in the pudding.
Thank you.
I mean, this is good, good that we got this kind of data.
So as a council we can put the actions in place to improve ourselves, where we need to improve.
So I'm glad we're doing this.
We never had the opportunity to do this as an executive when timeless homes was outsourced.
At least it's in -sourced and we're working together with our officers and our directors,
corporate directors, to bring about changes and we're putting a lot of investment.
Can I please request a – we need a good comms strategy, by the way.
So we're doing – I think Andreas or someone from comms, David, needs to be here in these
meetings because end of the day we're doing a lot of stuff.
People need to know we're doing it.
We're just investing now nearly two million pound, just over two million pound, 125 CTV
cameras on the housing estates where we've invested money in upgrading or replacing,
renewing some of the block cameras.
So we're going to see a lot of improvement when it comes to ASP.
In the repair service, you know, we have brought the performance
management of some of these contractors and other mechanisms
in place by Steve, David and the team to hold them to account and
bring about much more quicker change.
But people, there needs to be a good common strategy around
that, but what I'm going to request, Karen, David,
is that we do, I would like a separate paper for Cabinet,
want to understand the underlying,
what is perception, what is concern,
and I know we're doing a lot of things,
whether it's repair service,
whether it's complaints handling,
what we're doing, as you said David,
to bring about to action those,
to bring about the improvement please, yeah?
So if we could have a separate paper addressing those,
So we're not leaving it out in the cold.
We are taking a proactive step to deal with some of the issues.
Underlying issues, please.
Is that okay, David?
Is that okay?
Okay.
Thank you.
With that, can we note the report?
Is that okay?
Thank you.

5 f) Housing Management Performance and Compliance Report

Can we move on to performance complaints report, October 25th?
Thank you, Mayor.
I'll start off with a broad overview of the housing management KPIs and then Steve can talk about the the assets performance
So for the month of October, unfortunately, we saw a bit of a dip in call handling performance. It was at 68 .7 %
Although considerably better compared to this time in the previous year
We were impacted by both a significant increase in the number of calls received
a number of staff having departed the service and sort of challenges around recruitment and
and issues around telephony.
We had about 90 odd telephony IT outages in that month.
I'm pleased to report that by December that had been recouped,
so performance had gone up to 83%,
with an average wait time of five minutes.
And obviously now the Council has invested
and introduced a new telephony system that is just starting out,
and that will hopefully significantly improve reliability.
In terms of leasehold collections, we were at 92 .9 % in October,
and at that particular point we were preparing a range of escalations for those that were in arrears.
And again, by the end of December we have seen a massive improvement in the area.
We are now at 100 % in terms of what we are profiled to collect in that period.
Rent collection, it was at 97 .9%.
We again had experienced some challenges around systems and staffing.
We closed the Christmas period having improved that performance to 98 .6 %
and no increase in the arrears.
So I think particularly given this was, you know, it's the Christmas holidays
where parents are naturally often holding back money to try and spend on children.
Understandably that is a positive picture for us.
Long -term voids, 48 .9 days in October, that has now reduced to 44 days
and these are voids that obviously...
So the long -term voids were 48 .9 days in October,
it has now reduced down to 44 days.
What's our turn time? What's our target?
Forty days, so we're four days over,
but this is often complex voids that will have whole kitchen, bathroom replacements
and there's often follow -on issues that arise off that.
We haven't had a huge number of short -term voids,
well, in October we had no short -term voids,
but we are currently in target in year.
I think that's sort of the key headlines
in the housing management front.
Steve, over to you.
Thank you.
Could I use your screen?
Yes.
Because I've made notes,
but I want to refer to the slide.
Thank you.
So we've got emergencies attended on time.
It's quite high, it's below the target.
Sorry, put my mic on.
It is below the target but we know there's an issue here with a number of emergencies that are called through which actually aren't emergencies.
That does clog the system up.
Repair satisfaction, we talked earlier about satisfaction which is poor and it's a perception.
Our satisfaction is here above target but I'm conscious that that isn't the perception out there with residents and I was with some today.
So we need to we need to work on that
Non -emergency repairs that I say they do suffer a little bit because of the number of emergency repairs
So we are still below target on that
Dampen moulds obviously very important with a web floor
We're a hundred percent on that
We're fully compliant and we're meeting our targets set out under a web floor
It was a big a big success right first time again. We're below target
There is an issue we're going ahead with, with MERS around follow on works and numbers of jobs that are not closed down,
which could be closed down and jobs that are connected to other jobs.
And I think that's probably affecting those, but we do need to do better there.
And then again the D &M damper mould I mentioned earlier within Target.
The only thing I wanted to add Mayor was that the Dampenmold reporting is something you
asked for at a previous one of these committees and we will report it at every meeting now.
I think it is positive that we are working within the time frames that are required but
One of the things that we do hear from residents a lot is we want you to go beyond dealing with the issue for a mould wash.
We actually want you to tackle the underlying causes.
So one of the things that Steve cherishes is a leaks board that tracks the more complex leaks and tries to deal with the underlying causes rather than just putting a short term fix in.
Please, Gola.
Thank you, Mayor.
I think it's just worth adding and you will almost certainly be aware of this
based on the casework that comes your way. I think a significant area of
operational pressure for housing services at the moment is
some of the challenges with water supply, in particular because of drops in water
pressure which is obviously regulated by Thames Water.
So we've had unfortunately a number of blocks that have experienced
partial or entire loss of water services and these are blocks that
historically haven't required boosted water services. So I think it's
just flagging up here that obviously this will have a tangible impact in terms of perception
but it's not because the council is failing to remedy the situation. I think these are
new challenges that are presented that we're trying to work very hard and very quickly
to find solutions for.
And I think it's worth saying, which you also know, because other landlords and terror
hamlets are impacted, that it seems to be a wider London -wide issue that we know is
affecting a number of other boroughs including Newham and Lewisham but also some other landlords
like Pop The Harker, THCH, but it's been a real challenge for the last two months really.
Okay, anyone? Colleagues? Thank you, so my first question is on the
first one is housing management KPIs, 68 .7 % calls answered, target is 85%, obviously we
all know that's terrible, but then you've got a green arrow going up, so you must have
between a performance metrics from last month I guess,
the reason why you put it as a green.
So let's understand that.
Maybe you might want to put a line in there
so that says last month's percentage.
No, I'm on page 114, I want this one here.
Okay, so you've got the last month's.
Okay, so that's fine.
My next question is, call centres, we had a deep discussion today in MAB.
It correlates why you have made those points you did earlier, because the numbers are not
increasing.
We firmly think that a proper handheld device will help, rather than the Teams option.
What else are you doing to bring this number up?
It's been going on for a very, very long time.
That's for call centres. My other one was around damper mode.
For damper mode, with Alab's law coming in, you have a timeframe you have to respond.
I can see you've got 100 % respond to them, but was it within the timeframe that you have to do it?
Yes.
I just wanted to reiterate a couple of points that Gerd and I made.
So performance overall for the whole year on call centre handling is much better than
the most recent period.
We do always see seasonal issues because of the increase in demand and we did have some
issues around getting approvals in place to recruit people to Gulam's team and that
has had an impact, it just has.
So we need to avoid that moving forward and learn the lessons from that so it doesn't
happen again. So I suppose that's the first point to say but no one is
saying that the most recent score that you're referring to is acceptable. The
other thing to say though is it is a step up from previous years at the same
time so I think you will always see an impact at this time of year but we need
to improve this year on year month on month. I do believe that's what we're
doing but this is still not a score that we want to be at. I was wondering
and your mother, Gulam, could come in and specifically refer to the technology point.
Yes, thank you, Councillor. So I think the Council's previous telephony technology wasn't
as reliable as we'd like it to be and it had a number of issues, including challenges like
the need to log in and sometimes that failing. The new Teams technology automatically logs
staff in, so there isn't an option for people to sort of hide away if that was the concern.
So everyone is automatically logged into their telephones where they've got an extension
or they're part of a contact centre and they will have calls and that will be recorded
as a performance issue against them.
I think just in terms of the volume of calls that we get, I think a significant proportion
is actually often chaser calls.
And so there's a piece of work, working with Steve and the BOLD group that we're working
on in terms of trying to improve the overall reliability of that experience.
Those residents will call us for a second or third time, which make a sizeable proportion
of the calls that you see here.
if they had that assurance and if the operatives were attending,
that would need to be a repeat call back into the contact centre to seek that assurance.
But in terms of the wider improvements that we're making at the moment,
we have recently developed a little app within the contact centre
that brings together data held in multiple formats,
and the idea is that it will significantly improve the call handler's speed
when it comes to identifying things like SOR code, work schedules.
So when they're raising a repair, they'll be considerably more efficient in that process,
and they can hopefully take more calls in that period.
We also know that the traditional email inbox
that we have operated for many, many years
is actually a significant drain on resources
because what people are having to do
is manually read each email,
trying to work out what the issues are,
then forward that onto the relevant department.
We're now working around using technology,
things like AI, e -forms, to try and better triage that.
So what that does is free up contact centre staff
to be more on the calls,
Rather than on some of those administrative processes the contact centre has also wider functions. It's fulfilled in the past some some
rolls around parking administration insurance
Legacy of its the function in town hamlet's homes again
We're working actively with colleagues in the council taking an advantage of insourcing to push those functions out into the corporate centre
So it allows the contact centre to be what it's intended to do, which is there to answer calls from residents
I understand what you're saying, but I think we need a substantive way going forward when
it comes to call centres overall.
So I think there's going to be a new metrics when it comes to call centres from your new
system.
That needs to be robustly looked into, and you need to give us that breakdown of what
the success rate is for call centres coming through, what number of calls are we receiving,
what number of calls are being dropped, and if it is chasers, that's also important, that's
part of the actual report, isn't it, is again calls coming in.
Someone is reporting something and they are doing a chaser again, if that's not being
answered, that's even more frustrating than reporting in the first place.
Anyone else?
No.
Can I just ask, so this report is at October 2025, so does it come to us quarterly?
Yes it does.
So when is the next report back?
March the 11th.
You'll probably get the date of January, so there is a bit of a timeline.
It's also worth saying that all of these papers, they go to the regulator on a monthly basis.
Right, but we get it quarterly, yeah?
Because you only have five meetings a year.
Fair enough. One day.
But Councillor Allmond gets some of this information outside of this meeting.
Yeah and that's partly because through the Housing Performance Improvement Board that I chair,
which all my directors and heads of service come to,
we really sort of scrutinise all of that and also challenge ourselves about what more can we do to improve performance,
about tangible actions can we make to speed up things like our work and fire risk assessment
actions.
So I know there is a bit of a lag but it's partly because we want to review it ourselves
to really kind of take action.
Sure, fair enough, understandable.
Can I, in terms of presentation please, can I request David, it's whether I just want
to see what the comparator is to last quarter or the last quarters.
know last quarters just want to see a box see where we are with so and some of
them it's quite important so so if you see it repairs completed right first
time round just want to see how we how we've been each quarter how we've been
performing just one times if it's going down it's a upward trajectory etc well
have a look at how we present I think we can do that we can do that but the other
important thing is to compare with the same time last year because if you take
example of something like leaseholder rears, the point Ghiram is making is
that you know rears do increase before Christmas because people are focusing on
other things, that's a seasonal pattern but we what we want to do is improve
year on year and take measures to support tenants.
Yeah that's awesome to say absolutely quarter to quarter then year on year how
we're performing yeah that'd be quite good so that'd be a true reflection
whether our investment is paying off, new teams it's paying off, or the new performance,
contract management, whether it's paying off, is very important to us.
And Gulak, just ask you, you know the rent, so we're off by, how many percentage? I know
it's here. Leaseout collections, yeah? So we're 90, what is it?
So on rents, the target is 99, the performance at the end of December was 98 .6, or 0 .4%.
What does that mean in monetary terms?
I wouldn't hazard a guess because I could be wildly off, but I can come back to you.
It would be interesting to know what it means in pounds.
Okay, anything else, anyone? Okay, great, thank you for reporting, grateful to you.
Can we note it?
Please.

5 g) Housing Management Cabinet Sub-Committee Forward Plan

Okay, great.
Let's move on to the next one.
Okay, forward plan.
Anything, David, there?
Are we okay?
Well, I suppose just to note that you'll continue to get quarterly updates in the way that you
have tonight, performance papers and also there's a whole string of policy initiatives
coming through as well that you'll oversee here as well, as well as regular updates from
things like Tenon Voice.
So Karen, anything to add?
I will refer you to table 2 which sets up what is coming to the March meeting.
It will be all the standard reports you have had.
We are hoping to bring the asset management strategy.
We are going to bring our strategic risks, our risk register and how we are managing
those risks.
Domestic abuse policy and something on our heat networks, complaints and compensation
policy.
So a whole clutch of policies at the March meeting, plus the regular performance.
Is that okay?
Thank you for your time, everyone.
Thank you.
Close the meeting.