REVIEW OF OPERATIONS - HKHSOver 10 years ago, Mr and Mrs Wong moved into an elderly persons flat in...

REVIEW OF OPERATIONS (CONTINUED) ��

20 Hong Kong Housing Society Annual Report 200320 Hong Kong Housing Society Annual Report 2003

REVIEW OF

OPERATIONS��


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changes in the economicenvironment and government’s

housing policy, the Housing Societyadheres firmly to its social mission of serving the

community and caring for the people. It is repositioningitself to meet the challenges ahead while fulfilling the goal

of meeting the housing needs of the people and providingquality services to the customers. Every member of the HousingSociety continues to pursue ever higher living standards, betterhousing solutions, and excellence in property management forHong Kong people as we move forward to the future.

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22 Hong Kong Housing Society Annual Report 2003

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Caring forthe Residents

HAPPY FAMILY

“Every morning when I drive towork, the amicable smile of themanagement staff I come acrossmakes me feel good to face a day’schores.”

Mr Lam is a dedicated car lover. Hehas begun collecting model carssince teenage. His hobby was aconsideration in home purchase.The Housing Society’s SunshineGrove in Shatin, easily accessible,perfectly fulfils his needs as well asthose of his family.

“The spacious design here enablesme to keep my hobby. Under myinfluence, my wife and son nowbecome car lovers too!” The familyhas a collection of dozens of modelcars neatly displayed at their sweethome.

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PLANNING AND DEVELOPMENT

SALES AND MARKETING

The Housing Society has long been a partner with the

Government in housing development. In November 2002, the

Secretary for Housing, Planning and Lands announced nine

measures to help stabilize the property market. The measures

that directly affected the Housing Society were the ceasing of

sale or production of HOS flats from 2003 onwards, the

stopping of all mixed developments, and the Home Assistance

Loan Scheme introduced to help lower income groups to

purchase flats. As a result, the sale of one block of Kai Tak

Redevelopment Phase II (Flat-for-Sale Scheme) previously

planned was cancelled and the Housing Society was only able

to sell the privatized Mountain Shore in Ma On Shan and

Serenity Place in Tseung Kwan O.

Despite the unfavorable market conditions, all 1,124 units of

Mountain Shore were sold in one day. Upgrading works to

common areas to bring the products to private development

standards was one factor contributing to the success. A

comprehensive strategy was adopted for product

improvement, price setting, and promotion through various

channels. The good quality of the development has been well

received by the purchasers. On the other hand, sales of Serenity

Place were affected by the keen competition in Tseung Kwan

O, coupled with the SARS outbreak and only 36 units were

sold as against the target of 400 for the year.

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As a result of Management’s well-planned strategy for setting

the terms of sale, as well as promoting and launching the

projects with good timing, shops in two Urban Improvement

developments, Mei Sun Lau and Lai Yan Lau, were successfully

sold amid less than favorable market conditions.

LAND ACQUISITION AND LEASE MODIFICATION

With the moratorium continuing to impact on land acquisition

plans, several sites due for development continued to be put

on hold while the Housing Society negotiates alternative end

uses with the Government. However, despite the fact that no

new land grants were made, lease modification for the

privatization of Serenity Place was secured after considerable

negotiations with the Government and land premiums were

adjusted to reflect the market conditions. Negotiations with

the government on the land premium on Kwun Lung Lau for

its redevelopment are still in progress.

At the same time, alternative proposals for Tanner Hill and

Tsing Luk Street projects were explored. Comprehensive

feasibility studies, supported by supply and demand research

and financial viability studies, were prepared to evaluate and

analyze the public rental development and other options for

in-house discussion and negotiation with the Government. A

decision from the Government is pending while it reviews the

overall market conditions and response to its market support

measures announced in November 2002.

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Developments Completed

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Full Market Value Development�� !"#=(3,146)

Rural Public Housing�� !"#=(1,198)

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QUALITY ASSURANCE

During the year, the Housing Society took over flats at Tuen

Mun 4C from the contractor. This project was completed on

time, but could not be put to the market because of the

moratorium on HOS flats. A maintenance plan was worked

out to keep the flats in good condition at a minimal cost,

pending a decision on their disposal.

A joint team of Housing Society colleagues also took up 472

flats in Kai Tak Garden II smoothly. The product quality was

controlled and maintained through excellent teamwork.

Planning and Development officers were trained to check

quality aspects from a customer’s perspective, and their

experiences were recorded for use in future projects.

SENIOR CITIZENS HOUSING

As a result of constant reviews of market conditions, and

changes in the social and economic environment, a revised

strategy for the Housing Society’s initiatives on customized

and integrated housing for Hong Kong’s middle class elderly

was endorsed by the Executive Committee in October 2002.

The launch of this Senior Citizen Residences (SEN) Scheme

was deferred until August 2003. However, a gratifying 1,800

registrations of interest were received. Topping out of SEN at

Tsung Kwan O was achieved in August 2002 as planned, and

finishing works were completed ahead of schedule. Topping

out of SEN at Jordan Valley was accomplished in March 2003,

with construction work being slightly delayed due to various

reasons including site difficulties.

The Housing Society cares for theelderly tenants and organizes regularactivities for them.

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Various social functions were undertaken to promote SEN and

at the same time project a caring image of the Housing Society.

These included soft promotions through mock-up visits, web

sites, hotlines and day camps. As a way of demonstrating the

Housing Society’s care for the community in which it operates,

an Elderly Guidebook is being prepared to tie in with the full

launch of SEN as well as a Sports Day for the Elderly of the

Pearl Delta Region to promote health and active ageing. A TV

series is also being prepared to promote the Housing Society’s

role in elderly care and housing, and a Health Talk and Quiz

program is being organized for the elderly.

The University of Hong Kong was appointed to study the short-

to-medium term housing and care needs of the elderly

including cross-border expectations. The study aims to provide

data for the Housing Society, policy makers and relevant

stakeholders involved in the elderly services industry to chart

their future plans for managing the issues associated with the

local ageing population. The study commenced in January 2003

and is expected to be completed by September 2003.

URBAN RENEWAL

During the year, we continued to maintain an active dialogue

with the Urban Renewal Authority to determine the role we can

play in its future housing development program. There were

several notable achievements in this direction. The Housing Society

convinced the URA to assign seven priority urban renewal projects

to be implemented independently by the Housing Society, out of

25 projects which the ex-Land Development Corporation (LDC)

has committed to implement. A Memorandum of Understanding

with broad implementation principles was agreed with the URA

and signed in December 2002. The timetable for rolling out these

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seven ex-LDC projects in the next four years was approved by the

Financial Secretary in March 2003.

Under the broad implementation principles, the URA will perform

its statutory functions while the Housing Society will take up

full duties independently for acquisition, rehousing, design,

construction, marketing and be responsible for the ultimate

financial outcome. With the Government’s approval, the

acquisition of properties and new land grant will be in the name

of the Housing Society. In addition, the Housing Society has

basically agreed with the URA the terms of the Memorandum

of Understanding for rehousing arrangements. However, details

of the costs reimbursement principles need further discussion.

ESTATE REDEVELOPMENT

As part of our ongoing process to improve the living conditions

of our residents, the Housing Society also reviewed the

redevelopment of its older housing estates. We have conducted

in-depth analysis of all relevant factors including, inter alia, the

unused development potential that can be released, the necessary

rehousing arrangement for the residents, the restrictions stipulated

in the existing land grant and the feasibility of comprehensive

rehabilitation instead of outright redevelopment.

According to the Report on the Review of the Institutional

Framework for Public Housing issued in June 2002, the

Government proposed to agree with the Housing Society a

Memorandum of Understanding (MOU) with respect to the

Housing Society’s remaining public housing functions, which will

impact on Housing Society’s redevelopment of rental estates. We

have therefore initiated discussion with the Government on this

MOU while continuing the consideration of estate redevelopment.

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ENJOYABLE GOLDEN DAYS

“Gateball has spiced up our lives”

Over 10 years ago, Mr and Mrs Wongmoved into an elderly persons flatin Prosperous Garden. With theassistance of the Housing Society’sstaff, the couple adapted to the newenvironment very soon. They practiseTai Chi everyday in the podiumgarden and get acquainted with theother elderly tenants. They also workas volunteer in the community centrein their spare time.

Blessed with the pleasant retirementlife, Mr and Mrs Wong started theirhobby of playing gateball some yearsago and have since won quite anumber of awards. They are gratefulfor the care and thoughtfulness ofthe Housing Society’s staff who makethem feel warm and friendly, just likeneighbours.

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CONSTRUCTION AND PROJECTMANAGEMENT

Through project and contract management, the Housing Society

oversees and manages external consultants in the design,

administration, supervision and execution of project development.

CONSTRUCTION MILESTONES

During the year, six major projects were under active

construction. The main contract for the 1,152-unit development

at Tuen Mun was completed in August 2002 as scheduled. Major

finishing works of the Senior Citizens Residences (SEN) Scheme

project at Tseung Kwan O were substantially completed by March

2003 and overall progress was ahead of schedule. At the same

time, the topping out of a similar SEN project at Jordan Valley

was achieved in March 2003.

The construction of foundation and site formation works for

the redevelopment of the old Housing Society estate at Tanner

Hill were substantially completed in March 2003. However, in

line with the Government’s new housing policy of stopping

subsidized sale flats, all detailed design and tendering works

for the superstructure were temporarily suspended. The same

situation applied to the Tsing Luk Street project where piling

work was completed in July 2002.

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Work progress at Kwun Lung Lau Phase 1, another major

redevelopment project of an existing estate, was affected by

difficult ground conditions and site constraints. Value

engineering was conducted to develop an economic solution

to minimize additional costs and delays.

As a result of close monitoring and liaison with the developers,

the two mixed development projects proceeded smoothly.

However, following the Government’s housing policy statement

in November 2002, the concept of mixed development was

aborted. In January 2003, the Executive Committee agreed to

respond to the Government’s proposal to conclude the scheme

and discussion with the Government is going on to work out

arrangements for disposal of the two projects.

QUALITY INITIATIVES

The Housing Society continues to spare no efforts in terms of

quality project management as well as quality and

environmental initiatives. In general, projects are invariably

constructed to schedule, within budget and with a strong sense

of team effort that is founded on the Housing Society’s

partnering philosophy.

During the year, this philosophy of promoting better

relationships between consultants and contractors continued

to show impressive results. A partnering plaque unveiling

ceremony for Kai Tak Phase 2 was held in April 2002, and

regular partnering workshops were held for Tuen Mun Area

4C, Kwun Lung Lau Phase 1 and Tseung Kwan O Area 44. The

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Projects Division and five construction sites received certification

for the 5-S management system (structurize, systematize,

sanitize, standardize and self-discipline). The Planning and

Development, Projects and Corporate Services divisions also

obtained jointly ISO14001 accreditation for housing

development.

In addition, the Housing Society promoted and sponsored the

Quality Building Award, which was successfully presented in

June 2002. A further award is planned for next year. Following

the successful introduction of the Quality Field Practices videos

in 2001, which features construction methods and techniques

relevant to various work trades, all 35 series of the videos were

completed during 2002-2003. Copies are now being widely

used by the industry as well as by some academic institutions,

and all our site workers are required to watch the relevant videos

before commencing work on sites of the Housing Society.

As far as possible, the Housing Society aims to integrate

environmentally-friendly concerns into its building features. We

continue to remind our contractors of our recommendations in

this regard, and during the year, we updated our procedures

and processes manual to promote the environmental awareness

of both our consultants and contractors.

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Caring for the Staff

TAKING COLLEAGUESUNDER WINGS

“My own daughter and Lai TakTsuen are my two beloved childrenin life.”

Mr Leung has been workingin the Housing Society for morethan 20 years and spent all theseyears in Lai Tak Tsuen. Throughouthis working l i fe, serv ing thecustomers has always been themotto of his team. “Because of myjob, I live in Lai Tak Tsuen as well.Every tenant here is my customerand my neighbour. I have a duty tocare for them.”

Mr Leung is thankful for the trainingand development opportunitiesprovided by the Housing Society,feeling like under the parents’ wings.Now, he tries to give the bestguidance to every new teammember, wishing that the knowledgeand care passed on to him by theHousing Society can perpetuate.

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PROPERTY AND ESTATEMANAGEMENT

PORTFOLIO AND RENTAL OPERATIONS

The Housing Society has a tenancy and property management

portfolio of 82,600 flats in 56 estates, 95,600 square meters

of non-domestic premises and 8,600 carpark spaces under

management. Domestic operations were steady and rent

collection performance was as budgeted. In face of the

unfavorable retail market, shop tenants tended to negotiate

for lower renewal rents, and carpark business dropped on a

territory-wide basis. Nevertheless, low shop vacancy was

maintained and rental income for both commercial and

domestic premises for the year totaled HK$842 million.

Rents for all domestic units continued to be frozen for the

fifth consecutive years. Largely due to the difficult economic

conditions, rent arrears in both our domestic and commercial

premises required stringent control measures during the year.

Effective cost controls and strong teamwork ensured that

expenditure fell by some 11 per cent, requiring effective skills

in persuasion and negotiation, control and contract

administration, and most importantly, the total commitment

of the whole team.

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CUSTOMER SERVICE

Against a background of severe economic conditions, housing

policy changes and the SARS outbreak, the Housing Society

continued to focus on its core value of “Customer” and

responded speedily to the needs of the residents in order to

get closer with them in true partnership. Our estate services

reflect both dedication and knowledge with many of our

frontline staff being in their position for 20 years or more.

Not only do they have overall knowledge of the community

in which they work, they also know most of the tenants,

particularly the elderly tenants and realize who is more in

need of attention. During cold periods of the year, they are

to be found visiting elderly tenants to ensure that they receive

all the support they require.

The efforts made by our property management staff were very

much reflected in the results of the Tenants Survey

independently conducted in December 2002: an outstanding

88 per cent of the respondents declared themselves satisfied

with our services, with an average score of 7.3 on a 10-point

scale. The tenants’ replies showed they were particularly

satisfied with the manner, work attitude and efficiency of

Housing Society staff. To better coordinate and discuss various

customer service initiatives, we have formed a customer

steering committee and introduced information technology

tools such as Home Portals to improve service and interaction

with customers. Against the background of the SARS outbreak

and its aftermath, we are further upgrading the living

conditions and environment of our customers.

Making concerted efforts to improve thesanitary conditions of our estates.

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The Housing Society cares for its residentsand is always in pursuit of improvement incustomer service.

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In terms of maintenance, lifts, lobbies and security provisions

were steadily upgraded during the year to provide a safe,

comfortable living environment. At the same time, we

continued our community programs through various cross-

estates community activities. In order to develop an even

stronger sense of belonging and to promulgate a caring culture

amongst our tenants, we began preparations for the launch

of an extensive and exciting “Housing Society Community”

program in June 2003. This program is a reflection of the

Housing Society’s traditional and unique culture. Our

Community program represents a structured and consolidated

approach, demonstrating our efforts to promote the Housing

Society’s founding mission and beliefs.

STAFF AND BUSINESS DEVELOPMENT

Our training focus during the year was on enhanced customer

service, and to this end a series of customer service manuals

were introduced for our frontline staff. Eight Resources Centres

were established to cover issues relating to property

management operations and to provide a knowledge and

reference base for our staff, encouraging them to share expertise

and operational knowledge. Certain employees were selected

to join working groups and task forces set up to stimulate wider

exposure and further development of these issues.

The Housing Society also continued its efforts to provide a

management succession plan. Selected officers and assistant

managers were chosen to take up special assignments and to be

provided with training opportunities. In order to encourage staff

development and promote cost effectiveness, more young officers

are now being empowered to take up estate-in-charge duties.

The “ Housing Society Community” waslaunched in June 2003.

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One of the Housing Society’s major tasks during the year was

to ensure the smooth integration of some 200 staff from the

Housing Authority and to facilitate the successful operation

of the eight housing estates included in the three Housing

Authority PSI Scheme management contracts. The majority of

the Housing Authority staff quickly adapted to the Housing

Society’s culture, and in particular to our core values of financial

prudence and teamwork. As a result, the satisfaction rate of

PSI tenants was high, which was in turn reflected in

commendation letters from the Housing Authority

management and tenants. In addition, for the quarter ended

31 March, 2003, among the 56 estates evaluated by the

Housing Authority in its “Estate Quarterly Scores on PSI

Contracts”, four of the top ten estates, namely Ma Tau Wai

Estate, Shun On Estate, Tai Hang Tung Estate, and Lei Cheng

Uk Estate, were managed by the Housing Society. The Housing

Society was also able to secure an Urban Renewal Authority

(URA) maintenance contract during the year, which helped to

lay the foundation for our future business development.

QUALITY SERVICE INITIATIVES

As an endorsement of our quality management standards, we

secured accreditation of ISO9001 and ISO14001 management

systems, and we implemented the 5-S management system

(“structurize, systemize, sanitize, standardize and self-discipline”)

in some of our estates. The further implementation of both of

these management systems reflected our unending pursuit of

the highest quality standards in property management services.

Internally, 11 quality enhancement teams were formed at the

estate level for frontline staff and officers to discuss initiatives

to improve quality, customer service, efficiency and cost

effectiveness in relation to estate operations.

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CORPORATE SERVICES

TEAM BUILDING

The Housing Society is firmly committed to the care and

development of a high quality, resilient staff force and to

providing efficient services through the most productive

channels. Against the background of significant changes in

the business environment during the year, we focused on a

spectrum of key changes to meet the challenges of the future.

These included a review of our organizational structure, the

rationalization of our compensation system to further reinforce

pay for performance, the enhancement of staff competency

in terms of business orientation and commitment to quality,

and the deployment of information technology to improve

work efficiency.

All the restructuring, internal merging, and productivity

enhancement are part of our on-going self-initiated

transformation, together with our employees and Members, to

stay ahead of the trend to continue to better serve our customers.

STAFFING

Our overall staff headcount increased to 906 by year-end. The

increase was mainly for taking over the management of two

PSI estates during the year. With effect from 1 April 2003, the

Planning and Development Division and Projects Division were

merged into a streamlined property development team. The

strategic planning function was also established.

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Headcount by Division

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00/01 01/02 02/03

906

37 3427

712

35

85

13

35

643

36

85

16

4136

440

35

77

15

852

644

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The variable compensation scheme which was tried out for

the top management in the past year was extended to all staff

effective 1 April 2003. A comprehensive communications

program was conducted to explain the benefits to the

organization and scheme guidelines were developed. We are

confident that this variable pay scheme will continue to drive

better performance through a closer alignment of corporate

and individual objectives. To foster better communications with

our staff at all levels, a Human Resources Hotline was

introduced as well as an Employee Assistance Program to

provide professional assistance for staff under personal or

work-related stress.

TRAINING

Each staff member attended an average of 2.7 training days

during the year, representing over 2,400 man-days and

covering 83% of the staff force. The programs focused on

enhancing professional and operational knowledge and the

promotion of overall culture and quality drives such as ISO,

Quality Circles and 5-S management techniques. The Housing

Society continues to demonstrate care for management

development, which was fostered by exposing managers to a

spectrum of business activities other than their own primary

areas of responsibility. We introduced a wide spectrum of

executive development programs, such as “Think on your Feet”

to foster business communication, “Creating Value – Business

Finance Perspective” to enhance performance management,

and a regular Sharing Forum for senior managers. Through

exposure to corporate-wide issues, information and knowledge

sharing, participating managers’ perspectives were broadened

and strategic thinking enhanced.

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Total Training Man-days

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2,40

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Note: The increase for 2001/2002 was mainly for:– in-take of new staff for PSI estates– corporate-wide team building exercise on

mission statement

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Staff’s Years of Service

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906

263

116

300

42

190

202

56

97

71

184

182

55

89

56

102

202

147

48

852

644

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INFORMATION TECHNOLOGY

The major focus over the past year was on the implementation

of the Integrated Property Management System. The first two

phases of the project for tenancy management and customer

services were already up and running during the year, the last

phase for repairs and planned maintenance is in progress and

will be rolled out in the coming year.

To cultivate a self-initiated learning culture and to improve the

efficiency of the training administration, a self-service

e-learning platform was developed and was ready for launch

at the end of the year. A structured curriculum will be available

for different work grades and renowned management

development courses from Harvard Business School are to be

introduced on-line. In order to enhance financial control in

terms of response time and security, a new version of the

Enterprise Resource Planning (ERP) system was introduced

during the year.

Similarly, for easy access by users and to improve functionality,

the Electronic Document Management System (EDMS) was

upgraded to PowerDocs and CyberDocs in July 2002. This was

followed by the rollout of a new Treasury System in March

2003 to automate the cash management process and facilitate

better reporting and control.

Reflecting the extensive use of business applications with

multimedia and imaging functions, low cost internet

broadband Virtual Private Network (VPN) was adopted for use

by most of the estate offices.

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Investment inInformation Technology

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26

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NEW LEASE OF LIFE

“It is a fortune to be neighbourswho take care of each other andshare happy moments together”said Madam Chiu who has lived inShamshuipo for 40 years. Heraffection and sense of belonging forthe district cannot be replaced.

Under the urban renewal plan, theold building Madam Chiu has beenliving in will be acquired by theHousing Society and redevelopedinto a brand new community. “Thisbuilding will be turned into amagnificent development. I amlonging to moving in the new flat.”Madam Chiu smiles contentedly asshe envisages the improved livingconditions and that she still can tellthe grandchildren her stories infront of the familiar streets.

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ENVIRONMENTAL AND SOCIALRESPONSIBILITIES

A very strong spirit of service and caring for the community

permeates the work and culture of the Housing Society, and

has done so since our founding in 1948. This spirit includes a

high regard for quality housing and respect for the environment

in all our operations and projects. During the year, staff

volunteers of the Housing Society participated in 17 charity,

elderly and environmental functions totaling some 1,316

service hours.

ENVIRONMENTAL INITIATIVES

The Housing Society is committed to developing sustainable

housing by establishing and implementing an Environmental

Management System that satisfies ISO14001 requirements. The

main aims of this program are: integration of environmental

considerations in the planning, design, construction, operation

and maintenance of our buildings; prevention of pollution and

protection of the environment by conserving natural resources

and minimizing waste; compliance with all relevant legislation;

instruction of our consultants and contractors in the

implementation of our Environmental Management System;

seeking continuous environmental improvements by

establishing environmental objectives and targets; and

enhancing environmental awareness via internal and external

communication of this policy to our staff, consultants,

contractors, and other interested parties.

During the year, the Housing Society made substantial

advances in the reduction of paper and electricity consumption,

in enhancement of staff awareness of environmental protection

and in encouragement of our main contractors to implement

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ISO14001 standards. We also obtained third party assessment

of environmental performance for selected projects, adopted

energy-saving lighting systems for housing projects and

encouraged the minimization of solid construction wastes in

residential designs.

The Housing Society’s continuous quality improvement efforts

were well recognized by customers. ISO9001:2000, ISO14001

and 5-S accreditations were all secured and extended during

the year. In particular, we are the first organization in Hong

Kong that was awarded ISO14001 certification in housing

development. The Property Management Division was

particularly involved in sustaining a green environment. Lai

Tak Chuen and Tivoli Garden were awarded the ISO14001

certification during the year. Environmentally friendly materials

were extensively used in maintenance work, for example, geo-

fiber was used for slope maintenance in place of traditional

concrete, so that plants could easily grow on the slope surface.

Energy devices were installed for carpark ventilation and the

concept of care for the environment was fostered through

our educational exhibitions and activities for tenants and

residents, some of which were jointly organized with

environmental agencies.

CONTRIBUTING TO THE COMMUNITY

The Housing Society aims to be as open and transparent as

possible about all our activities and contributions to the

community. We use our informative website, newsletters,

press releases and other communications tools to inform the

public on a regular basis about our future plans and our

current operations.

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Our staff continues to be committed at both a professional

and a community level to high social and environmental ideals.

During the year, over 30 large-scale community building and

educational activities were organized by the Housing Society,

with more than 5,000 participants from our estates. The

provision of housing and care for the elderly continues to be

one of our highest priorities.

The Housing Society’s staff and tenants, in voluntary guise and

often largely unheralded, gave full support over the year to

environmental initiatives such as the Green Day with the

Community Chest of Hong Kong, the Green Christmas Campaign

with Friends of the Earth and the Green Power Hike. The Housing

Society continued to support the fund-raising activities of the

Community Chest, the Corporate Games of the Leisure and

Cultural Services Department and the Standard Chartered Bank

Corporate Challenge Half Marathon. Last year, we participated

for the first time in the Maltilda Sedan Chair Race and Bazaar.

We also took part in the “Caring Families, Caring Communities

Campaign” run by the Hong Kong Council of Social Service.

The Housing Society remains strongly aware of the importance

of housing and building industry issues. In 2002-03, the Housing

Society was the Platinum Sponsor of the Quality Building Award

and has supported a number of conferences and seminars on

building, construction and safety management.

In the academic arena, the Housing Society continued to promote

excellence in housing management training through the Father

Cronin Memorial Awards presented annually to the top graduates

from the part-time degree course in Master of Housing

Management conducted by the University of Hong Kong.

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REVIEW OF OPERATIONS - HKHSOver 10 years ago, Mr and Mrs Wong moved into an elderly persons flat in...

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Transcript of REVIEW OF OPERATIONS - HKHSOver 10 years ago, Mr and Mrs Wong moved into an elderly persons flat in...