Case Study – A Lettings Agents Perspective

This case study is based on an interview with an independent letting agent that prides itself on the quality of service it gives to both landlords and tenants. They manage approximately 300 properties in Suffolk.

Landlords in Suffolk: What We Learned - Case Study - A Lettings Agents Perspective
“We are really, really good at what we do. We’re landlords ourselves, so we literally treat people how we want to be treated ourselves”.

The agent is selective about which landlords and properties it works with, to ensure that they all meet their standards and help to maintain their reputation. A balanced approach is taken to landlord and tenant relationships, positioning themselves as a fair intermediary.

“Good cop, bad cop, that’s what we are … We’re not pro landlords and we’re not pro tenants, we try and be fair and look at both sides of every story.”

They acknowledge the psychological impact of housing insecurity and are repeatedly asked for help, often by people who are not their own tenants, giving factual advice, despite knowing that many landlords would see it as acting against their own interests.

“The amount of people that I speak to that have been threatened or bullied by landlords or agents … ‘it’s Christmas and my [section] 21 expires on the 16th and so I’ve got to be out’ … You need to look at the rules. You do not need to leave that property.”

A proactive approach ensures timely completion of repair by a team of trusted, long-term contractors. Well-rehearsed procedures ensure rapid landlord approval, while pre-agreed delegation for emergencies keeps tenants safe and helps landlords’ meet their legal obligations.

“We know each landlord and each tenant. And the only time that I do things that I don’t get permission for is if it’s out-of-hours emergency.”

Where necessary, they take a robust approach, reminding landlords that renting is a business and that they have legal duties, regardless of tenant behaviour. They have referred cases themselves to Environmental Health where landlords have refused to act.

“I often have to use that statement – it is a business. You have to treat it as such. Businesses get bad debts, businesses get bad clients”.

The agent had some concerns about the Renters Rights Bill, especially the loss of Section 21 ‘no-fault’ evictions, which they thought was a practical tool, when used as a threat, for managing tenancies. The agent thought tenants often manipulated the legal process.

“If you’re eight weeks in arrears, then on a section 8, that’s mandatory ground. But tenants are savvy, and they’ll pay down to seven weeks…and it’s not mandatory anymore”

The agent now advises landlords to take out rent guarantee insurance which they had never done before. While their robust approach to landlords gave them less concern about other aspects of the Bill, they are sceptical about the current capacity within local authorities to undertake enforcement against bad landlords.

“Environmental health are brilliant, we work very closely with them … really informative and normally if I get environmental health involved that’s enough to shake either landlord or tenant … But obviously this landlord knows that he only has to say, oh no, no, and then nobody forces him to do it, do they? … all of this damp and mould thing, that’s a farce. There is nobody to police it”.

For similar reasons, they are wary of further regulation of landlords, believing that while good landlords already comply, there will be a lack of punishment for bad landlords not even registering. They support the regulation of agents through ROPA (Regulation of Property Agents).

“I do agree with ROPA … Why should I be offering this quality of service and then another agent up the road offers not this quality of service?”

This case study illustrates the benefits of a balanced and proactive approach to property management, treating both landlords and tenants with fairness and respect. It also highlights some of the challenges ahead for implementation of the Renters Rights Act.

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