Private Rental Sector Strategy for Portsmouth 2021-2026 - To achieve an active and well-functioning Private Rental Sector which works fairly for all.
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Private Rental Sector Strategy 2021-2026
Private Rental Sector Strategy
for Portsmouth
2021-2026
Part 1
To achieve an active and well-functioning Private Rental
Sector which works fairly for all.
Page 1 of 29
Private Rental Sector Strategy 2021-2026
Executive Introduction by Councillor Sanders,
Cabinet Member for Housing
Since the first draft of this document that help them move (the Council pilot
was approved early last year, COVID to help them fell victim to the pandemic
has upended the world. The private but is now back on). The absence of
rented sector (PRS) is no exception. those things - rightly or not - still makes
The likely increase in unemployment people on the council's waiting list want
and - once the ban on them is over - to stay there, rather than rent privately.
evictions, will exacerbate already
existing issues. The vast majority of landlords are not
commercial organisations, but people
The easy thing to do is nothing and wait who see being a landlord as a way to
for something to happen. That is a supplement income or investment.
mistake. The pandemic has not More than one in six fell into it by
changed the situation we outlined in the accident. Yet what they want overlaps
first draft of this document. Renting with tenants' desires in many ways.
privately still remains the only way They want secure tenants living in a
many Portsmouth people can get a safe property that is not empty for long
place to stay. Opposition to any form of periods. They also want criminal
housebuilding remains, as do landlords and tenants dealt with. They
Government targets for doing so. are in it for the long-term and want a low
risk, low return investment.
The barriers to entering the PRS are
still there. As part of this strategy, the Alongside this is the fact that many
Council conducted the two most people living near these properties -
comprehensive surveys of private especially shared houses (HMOs in the
tenants and landlords this city has ever jargon) - fear rubbish in the forecourts
seen. I want to thank everyone who or on the streets, noise late at night or
took part, some more than once. What ‘the wrong sort of person’ residing at the
they say is interesting and consistent. property.
Most private tenants feel trapped, with But it is not just the context that remains
no plan or ability to move from where unchanged by the virus. So are the
they are. They want a safe, secure and solutions and approach. We still need to
affordable place to live, tough action on overcome these barriers and make a
criminal tenants and landlords and PRS attractive to current and potential
access to rent deposits and guarantees tenants and landlords and respectful of
Page 2 of 29
Private Rental Sector Strategy 2021-2026
their neighbours. This cannot be done barriers to renting privately. This
overnight and this strategy does not strategy allows the Council to do that.
pretend it can. Instead, it puts forward That is why it was important that the
an integrated, long-term, ambitious and Council reconsulted on these proposals
radical package of measures that during the pandemic, for eight weeks
covers extra advice and support - ending last November.
including financial support - for tenants
and landlords and tougher enforcement That consultation confirmed what we
measures, including consulting on knew. Overcoming the barriers to
additional licensing for smaller HMOs, renting privately in Portsmouth requires
where there are a significant number of carrots and sticks that help free tenants
complaints, and a comprehensive from the trap they feel they are in, help
mediation service for tenant/landlord landlords get the low risk, low return
disputes, backed up by Britain's first investment they want and punish
'housing court'. tenants and landlords that deserve it in
a way that does not harm the many in
Doing nothing remains a mistake. So is pursuit of the few.
believing that one silver bullet of a
policy will solve a complex, interacting The pandemic may have altered some
range of issues. That still comes from aspects of the package from early last
an integrated solution that delivers a year, but it remains an ambitious,
PRS that works for Portsmouth. The comprehensive and radical package of
Council cannot achieve that goal by measures for the next five years. Only
itself and this strategy does not pretend by working together can we make
it can. It must - and will - work with renting privately work in Portsmouth
tenants, landlords, Government and now and in the future.
other statutory bodies to overcome the
Councillor Darren Sanders
Cabinet Member for Housing and
Preventing Homelessness, January 2021
Page 3 of 29
Private Rental Sector Strategy 2021-2026
Executive summary
The private rental sector (PRS) is an Portsmouth is biased towards the
important part of the provision of suppliers, with demand having risen in
housing in Portsmouth, as it is across recent years due to a growth in student
England. It is not only vital in providing numbers; increasing numbers not able
a home for some 30,000 people that to own their own home and the slow
live in it, and a living for those that are shrinkage of the social rented sector. In
landlords, but also has a wider impact many cases market rents are
upon the economy and community of significantly above what those on
the city. benefits can reasonably be expected to
afford, and access often requires a
The legislative and policy framework
significant deposit, rent in advance or a
which surrounds the renting of private
guarantor.
homes is complex and has developed
over a number of years, with a focus on An assessment of the tenants of
health and safety, home standards and Portsmouth shows that whilst the
the requirements surrounding largest single group of renters are those
tenancies. The signal from the under 35 years old, an increasing
government at the end of 2019 was that number of people are renting for the
more legislation can be expected, long-term, with the number of tenants
over 45 years old on the increase. In
particularly around the ending of 'no
addition to the above the consultation
fault' evictions. Although not introduced
tells us that the majority of private
at the time that this strategy was renters in Portsmouth have a periodic
published it is anticipated that these rental term where it continues on a
changes will be made in 2021. The rolling monthly basis (70%) and that the
impact of this change upon the PRS remaining cohort have a fixed term
market is unclear but could bring major tenancy with a definite expiry date
changes to the market. (30%). In addition to this the
consultation suggests that 79% of
The licencing of Houses in Multiple private renters plan to be renting for the
Occupation (HMOs) has been a major long term with 76% saying that they rent
change in recent years but only covers because they do not have an alternative
a part of the HMO sector and whilst option.
licencing has focused the council on the
standards within properties, it has not This use of the PRS as a long-term
been fully utilised to deal with the solution for housing is something that
proven impacts that they can have on needs to be at the heart of a strategy
which makes the sector work for all.
the local community. The impact of
Tenants in Portsmouth have shown that
HMOs on waste and antisocial
they want a safe and secure place to
behaviour is disproportionate to their live, which is affordable and can be
number and this should be addressed. rented for as long as needed and this
It is also clear that the supply and strategy proposes that good tenants do
demand market for private renting in the following:
Page 4 of 29
Private Rental Sector Strategy 2021-2026
pay their rent on time,
Communicate well with The integration of private tenancies into
landlords and neighbours the rest of the community has been
take care of their home even shown to need improvement to meet
though they don’t own it the needs of both users of the sector
Understand and follow the but also neighbours and other
tenancy agreement stakeholders.
Work in good faith with
tenants and regulators to
Many of the landlords with properties in resolve problems
the city will be individuals with one or a Ending a tenancy in a good
few places to rent, and are doing so way
either as an investment or have
obtained property unintentionally.
Many landlords feel that issues such as
taxation and regulation have made
being a landlord harder, and are
focussing on the security of their
property and consistent payment of rent
are top priorities.
The nature of how someone became a
landlord does not necessarily indicate
how good they are at managing a
property, although those with less
experience and time to understand the The evidence leads to six themes which
complex regulations and local policies make a well-functioning private rental
are more likely to fall foul of them. sector, and if these can be improved
Driving up the standards of landlords, then it is highly likely that the lives of
and the properties they provide, is vital tenants, landlords, neighbours and
and the opportunity for improvement other stakeholders will also improve.
should be given to those who are well These are:
intentioned but need clear advice and
training. Conversely the council should Affordability
be making every effort to find and root Safety
out those landlords who, either Security of tenure
deliberately or though ignorance, put Ease to enter and leave the
the lives of people at risk through sector
dangerous homes, or exploiting those Ability to work well with other
who are vulnerable. Focusing on the tenures and is part of the
creation and support of more Good community
landlords who do the following will drive Regulation
up standards.
All of the local and national evidence
Act in a fair, considerate and leads to a conclusion that the private
just way towards tenants rental sector works for many but does
Create a good tenancy not work as well as it could in all
Maintain a good tenancy instances and therefore there are two
aims that should be set
Page 5 of 29Private Rental Sector Strategy 2021-2026
1. To achieve an active and well- 2. For the Private Rental Sector to be
functioning Private Rental Sector seen as a desirable type of tenure
which works fairly for all. which meets the needs of those who
use it, with support being focussed
on those who need it most.
From this there are nine proposed 6. A wide range of stakeholders
strategic objectives. We asked people and user groups will work
in the city to indicate those objectives together to provide a focal point
that they wished to support. These are for the delivery of outcomes
listed below with percentage of (63%).
respondents who 'strongly agreed' or
'agreed' shown. 7. Tenants and landlords will be
considered when significant
1. Good landlords will be decision-making within the city
welcomed, supported and occurs, and that the benefits of
promoted through the use of economic regeneration will be
accreditation (83%). felt equitably by those within the
PRS (80%).
2. Information and guidance for
landlords and tenants will be 8. Fair, transparent and
clear, easy to access to enable professional regulatory
them to make fully informed functions will provide
choices when entering and reassurance and support to all
moving around the PRS (90%). that request it and not adversely
affect those that need help by
3. More tenants can afford a adding disproportionate burden
sustainable rent level. More (77%).
tenants will also receive
support in overcoming financial 9. Strong regulators will use all of
access barriers such as their powers, working with
deposits and bonds (77%). partner agencies and
stakeholders, to tackle and
4. The maintenance of tenancies remove criminal and antisocial
will be supported, as far as behaviour (86%).
possible, using a range of
routes to try to resolve
problems without the need for
eviction (78%). The role of Portsmouth City Council is
varied but not without limits. It is not
5. Users of the PRS will be a aiming to take management
stronger part of, and more responsibility for a land number of
integrated with, their local rental properties, nor can it mandatorily
community. This will increase control rent levels.
inclusion and cohesion with But there is more that it can do, both in
other tenures (62%). the short term and over the next few
years to improve the private rental
sector in Portsmouth. Improvement
Page 6 of 29Private Rental Sector Strategy 2021-2026
needs to be measured, and overseen
not only by the council but also by the
network of stakeholder groups that it
works with.
The two top priorities for action from this capable of meeting the needs of the
list identified in the consultation are strategy (84% said very high or high
priority).
Unlicensed HMOs: Continue to
deal proactively when an These actions will be given precedence
unlicensed HMO is reported (88% and although they are not time limited it
said very high or high priority) and is an informal quarterly report and a
Professional standards of formal annual report is made available
regulation: Ensure that officers so that progress can be monitored. The
responsible for regulating the PRS remaining actions achieved a very high
are trained to a professional or high average priority score in the
standard and consultation and have been grouped
under headings. Full list of actions
below in order of priority:
HMOs: Continue to deal website information on what
proactively when an unlicensed makes a good tenant (including
HMO is reported. different situations).
Investigate with third party
Training: Ensure that officers stakeholders the feasibility for
responsible for regulating the closer partnership working on a
PRS are trained to a single communications and
professional standard and web strategy.
capable of meeting the needs of
this strategy. Governance: Develop the
current HMO governance board
Communication/information: into a multi-agency partnership
Provide more information for group which oversee this
tenants, such as average strategy. Review the
market rents across property stakeholders to ensure that all
sizes. Expand on the current voices are covered.
Page 7 of 29Private Rental Sector Strategy 2021-2026
Pilots: Working with
stakeholders, approach the
Financial support: Undertake a MHCLG to look for support in
pilot of the rent deposit and the development and
bond scheme. implementation of this strategy,
with a particular request to pilot
Shared services: Work more some of the changes identified
closely with stakeholders to below.
increase the understanding of
the services that could be
provided across Portsmouth to
support the PRS.
Council internal processes:
Implement the revised
supplementary planning
document for HMOs. Review all
relevant enforcement policies
to make them more transparent.
Work with other local
authorities to find new ideas to
support the PRS. Ensure that
data sharing, both within the
Council and with external
partners is maximised, within
legislation.
Further actions require additional 1. Workshops: (A) Work with
investigation and resources. Officers landlord groups to provide
will be required to bring further, more workshops on how to be a good
detailed, reports to councillors for landlord. E.g. how to choose
approval before any can be appropriate tenants and
permanently implemented. These will carrying out their own HHSRS
outline costs, timescales, risks, impacts assessment on their property.
and an operational delivery plan. (B) Work with tenancy groups
to provide workshops on how
These actions have been reviewed in to be a good tenant, aimed at
light of the response to the consultation helping a tenant to maintain a
and have been grouped and are set out tenancy. Focussing on money
in order of priority below. The highest management, behaviour & how
scoring actions are workshops (76%) to work with the landlord.
and a mediation service (72%). The
overarching aim is that all agreed 2. Mediation: Create a mediation
actions within the final strategy will be service between landlords and
completed within the five year period. tenants to help improve
Progress of this will be monitored by the security of tenure. This may
Cabinet Member for Housing & include a 'private sector
Preventing Homelessness housing court'.
Page 8 of 29Private Rental Sector Strategy 2021-2026
3. Financial support for the PRS: 5. Additional licencing: Consult
Provide loans for good, on reintroducing additional
accredited landlords to improve licencing for HMOs to help in the
the quality of their property. better management of them and
Provide low interest loans for understand how they interact with
those who are eligible to be the local community
able to access the private rental
sector (the loan will cover the
rent deposit and any additional
fees required to be paid to enter
the Private Rental Sector.
Provide bonds to help those
who are eligible to gain access
to the PRS
4. Accreditation: (A) Expand the
Rent it Right model to help
more tenants across the PRS.
(B) Working with multi agency
partners, develop the council's
accreditation scheme to offer
benefits to good landlords
This strategy presents an ambitious rented sectors. By making it a housing
opportunity for Portsmouth to make real solution for the short and long term it
improvement in the lives of many that can have great benefits for the whole
call it home, but don't have the security city.
offered in the owner occupier or social
Consultation
Consultation on this strategy was carried out in the Autumn of 2020. The consultation
took place over 8 weeks and ended on 11 December 2020. The results tell us that
the majority of private renters in Portsmouth have a periodic rental term where it
continues on a rolling monthly basis (70%) and that the remaining cohort have a fixed
term tenancy with a definite expiry date (30%). In addition to this the consultation
suggests that 79% of private renters plan to be renting for the long term with 76%
saying that they rent because they do not have an alternative option. A summary of
the consultation findings can be found in Appendix 2.
Page 9 of 29Private Rental Sector Strategy 2021-2026 Page 10 of 29
Private Rental Sector Strategy 2021-2026
Contents
Introduction by Councillor Sanders (page 2)
Executive Summary (page 4)
Consultation (page 9)
Contents (page 11)
Part 1 - Making the Private Rental Sector work in Portsmouth (page 12)
Section 1 Helping those for whom the private rental sector does not work
(page 12)
Section 2 Defining a well-function private rental sector in Portsmouth (page 16)
Section 3 Strategic aim and objectives (page 19)
Section 4 The roles currently undertaken by Portsmouth City Council in support of
the PRS.
(page 20)
Section 5 Strategic Action plan for Portsmouth City Council (page 26)
Part 2 - Supporting evidence (page 1)
Section 6 Defining the Private Rental Sector and its stakeholders (page 2)
Section 7 National overview (page 4)
Section 8 Local overview (page 15)
Section 9 Tenants (page 32)
Section 10 Landlords (page 36)
Section 11 Important factors to each group in the PRS in Portsmouth (page 42)
Section 12 Feedback on consultation of draft PRS strategy (page 50)
References (page 56)
Page 11 of 29Private Rental Sector Strategy 2021-2026
Part 1 Making the Private Rental Sector work in
Portsmouth
Section 1: Helping those for whom the PRS does not work
For many people the PRS (Private Helping those groups of main users
Rental Sector) meets their needs, who are not in the situation they would
whether for short-term renting whilst chose to be in should be the focus of
they find the right location to live or this strategy for the following reasons.
whilst they pass through into either
owning their own home or into social Exploitation. Even where the
rent. It has also been shown that only initial access can be afforded,
a small proportion of PRS properties in tenants on the lowest incomes
the city are complained about to the often have to choose a PRS
council, either by tenants or by property based upon ongoing
neighbours. affordability (i.e. where they can
keep up the rent payments), and
However, these statements lead to may accept the property being in
further questions which need to be a poor condition or being
addressed unsuitable for their needs in term
of location, size or amenities.
1. Can the satisfaction of the
These tenants are the less likely
main user groups with the
to complain about their living
PRS be solely based upon the
conditions for fear of retaliatory
demand they place upon the
eviction, or rental increase if their
council?
landlord did carryout repairs or
2. What about the groups and
improvements to the property.
individuals, for whom the PRS
Equally, a landlord, who may not
does not work?
be aware of all of the
The PRS market in Portsmouth is requirements, is at risk of
driven by the lack of supply compared exploitation from disreputable
to the level of demand. With a large tenants
student population and areas of Consistency of living. For those
deprivation these factors suggest that it who are living in the PRS long-
is possible, in some situations, that term, especially those with
tenants are being exploited either by families, they need to able to feel
paying high rents or living in non-decent that they are making a home.
conditions. If such exploitation is They need to feel confident that,
occurring it is also possible that some providing they are acting as
tenants are not approaching the reasonable tenants, they can
council, or other organisations, for help continue to live in their property
for fear of the consequences that this for as long as possible. Where
may have. landlords wish to reclaim the
property, tenants should be able
Page 12 of 29Private Rental Sector Strategy 2021-2026
to be aware of their rights, and that deliberately choose not to be good
expect as much notice as landlords for the following reasons.
possible from the landlord
The supply and demand This groups has a negative
imbalance means that some effect on other stakeholders in
landlords may not have the the PRS, including
knowledge or inclination to act neighbours, local authority
as good landlords. This in turn etc.
could put them, their properties, For everyone to have
their tenants and their confidence in a well-
neighbours at risk. By functioning PRS in
supporting this group it will Portsmouth, there needs to be
enable a landlord for whom it is a strong enforcement.
not working to either exit the Whilst this strategy acknowledges that
industry or gain the skills to tenants should behave in a reasonable
become a good landlord. manner, legislation already exists to
This means that this strategy should be allow landlords to deal with poor tenant
focussed on helping tenants stuck in behaviour, and the demand-led market
the PRS and landlords who either need is in the landlord's favour in this respect.
help to become a good landlord, or There are a number of changes to the
want to leave the sector. PRS which would help these groups,
In addition this strategy proposes that it not all of which do the council have the
should be tougher on those landlords ability or responsibility.
Increase supply of properties to use as homes
"A consumerist regulatory model works looking for housing is significantly
best when a buyer is able to choose greater than the amount of housing
between competing sellers, while stock available. Therefore the number
sellers have to provide quality of of homes in all tenures needs to rise,
product in order to attract a buyer." although it is important that they are the
(Marsh and Gibb 26) right size and mix of property types to
ensure that. A development
Currently the supply and demand programme which focusses solely on
model in Portsmouth is skewed in one tenure type, or does not provide
favour of landlords and sellers of properties for different tenants and
properties as the amount of people families, is likely to fail.
Page 13 of 29Private Rental Sector Strategy 2021-2026
More social housing available for those who need it
If more property was available at rents building homes, the Council is
people can afford, then tenants who committed to buying 500 homes for
cannot sustain a PRS tenancy will have council use by Spring 2024. However it
more and better choices. is recognised that more must be done.
By having tenures and policies that also
Some of that is happening. Housing encourage those that can leave the
associations are using sites like the social sector to do so, it will help to
former Kingston Prison to provide recycle social and affordable properties
homes people can afford. In addition to back for those who need it the most.
More owner/occupier homes
By increasing the amount of owner for both first time buyers and owner
occupiers in the market you reduce the occupiers who cannot move effectively
reliance on the PRS being the stop gap as they would have done 20 years ago.
More homes for private rent
As this report will show, an increasing Build new stock specifically for
number of people are using the PRS as market rental.
permanent accommodation and Re-designate existing social
therefore it is important that supply can rented stock.
meet this demand. It is also as Purchase housing from the
important that the properties are good open market for use as rental
quality and free from health and safety stock.
hazards, so that the tenant is paying for Managing property on behalf of
a home that is not going to cause them existing private landlords.
ill health and is value for money.
The following models have been
suggested to ensure that the housing
stock in the private rental sector
continues to grow.
More financial support to enter / move around in the PRS
A significant problem for those on the this is particularly difficult for those who
lowest levels of household incomes cannot afford it.
(and those on benefits) benefits is
gaining access to the PRS. Landlords In January 2020 the council began a
may have concerns about the ability to review of a number of options to pilot
sustain the rent and often require which may address this issue including
additional security, such as a guarantor a trial to offer improved bonds, and
or bond, or significant upfront rent access to 0% interest loans for those
(usually at least one month in advance) who met the agreed eligibility criteria
before they will be accept a tenant, and
Page 14 of 29Private Rental Sector Strategy 2021-2026
More financial support to stay in the PRS
The gap between the Local Housing If the money available for those on
Allowance (LHA) rate and market rent benefits met the mean average rent this
means those on benefits will, in many would enable tenants to have a realistic
cases, need to use other benefits to top choice about the type of property they
up the rent, which mean they have less wish to stay in. This would require
disposable income to spend on other either the government to raise LHA
essentials such as fuel, food, transport rate, or for the local authority to offer
etc. rent top ups to meet this.
Maximise the efficiency of the stock
It is a choice for those that can afford to resolved, would create more capacity
pay to rent a property that is larger than overall.
their family needs, and the city council
has neither the power to force people to The role of the council should be to
move out of their homes, into provide advice and support for tenants
something smaller, simply to create and landlords about how to get the most
capacity. However it must be from their tenancy, and the benefits and
acknowledged that, as in all housing impacts of moving, either to a larger or
tenures, whilst there is a great deal of smaller property.
over occupation, there will also be
some under occupation which if
Economic Growth
The council has an economic growth the PRS, and particularly those who
strategy which aims to deliver more, feel that they are trapped. An increase
better paid jobs within the city. in wages and opportunities for this
group is likely to enable them to have
It is therefore an important part of this more choice about where to live, and be
strategy, and the economic more likely to afford the rent on a
regeneration strategy, that these sustainable basis.
benefits are seen by those who are in
Page 15 of 29Private Rental Sector Strategy 2021-2026
Section 2: Defining a well-function private rental sector in
Portsmouth
From the supporting evidence that has Security of tenure
been shown in Part 2 of this strategy, it Ease to enter and leave the
is possible to outline what a well- sector
functioning PRS would look like in Ability to work well with other
Portsmouth, focussing on six key areas. tenures and is part of the
community
Affordability
Regulation
Safety
Affordability
There would be a normal distribution of not available within the social sector.
market rent levels in all areas with the These people would be helped to make
mean average rent being at the relevant this move.
Local Housing Allowance rate, meaning
that those on benefits could access a Bonds and guarantees would be easy
reasonable section of the PRS market. to access in the event of a problem, and
low cost deposits would be available for
Those in social rented sector would those that need them. Deposits could
see the PRS as a possible place to be easily moved from landlord to
move to if they wished to change to a landlord as a tenant moves property.
property size, type or location that was
Safety
Properties would be maintained so that The number of deliberate problems in
no properties were considered non- the fabric of a property, either through
decent by the Decent Homes neglect by the landlord or deliberate
standards. action by the tenant would be very low.
If such an issue did occur, it would be
Landlords and tenants would work handled through an agreed process
together to maintain the standard of the and all parties would abide by the
properties, each trusting the other that decision.
any problems would be resolved quickly
and without hassle.
Security of tenure
No main user of the PRS would feel a confident that they can remain in a
power imbalance between tenants and property for as long as the landlord is
landlords, and that both groups would renting, and providing they remain a
feel the benefits of being in the sector good tenant.
for as long as desired.
Landlords and tenants would happily
For those who see the PRS as their discuss their plans of tenure, with the
long-term tenure of choice, they will feel
Page 16 of 29Private Rental Sector Strategy 2021-2026
aim of reaching agreement about when they will be honest with each other and
it may come to an end. clear about the plans and timescale to
resolution.
Where short-term problems occur, for
either the landlord (e.g. maintenance
issues) or tenant (e.g. paying of rent),
Easy to enter and leave the sector
Tenants would be able to find Landlords would be able to find suitable
accredited, good landlords through a information and support to buy a
trusted and easy to use mechanism. property, set it up for rent (adhering to
They would have clarity about the rent all relevant legislation) and meet any
levels and how this compares to others licencing conditions of the local area.
in the local area.
Landlords would find it easy to find new
Tenants would understand the tenants, especially if they are
responsibilities of taking on a tenancy considered a good and accredited
and start a new tenancy at a timescale landlord. When it comes to leaving the
that meets their needs. When leaving a sector landlords would be able to end
tenancy, tenants would give fair notice, any existing tenancies in an orderly
have any outstanding deposits returned fashion within a reasonable timescale
to them excepting any fair and and pass on or sell the property. Ideally
reasonable charges which are fully this would be to another good landlord.
understood.
Works well with other tenures and is part of the community
Those who live in the PRS, especially All stakeholders (such as the council,
those in (HMO) Houses of Multiple University, landlords etc.) would work
Occupation, would be respectful of together to promote community
neighbours who may be in other engagement.
tenures.
Eventually it would be difficult to identify
All users of the PRS would feel that they a PRS property from any other type of
are part of their local community and tenure.
have a responsibility to play their part in
maintaining local environmental
standards and a reasonable behaviour.
Regulation
All who were in the PRS would have schemes are introduced, it should be at
clear access to information which the aim of helping those who need it
explained what was expected from most.
them, the national legislation, local
policy and the enforcement regime. Good behaviour by tenants and
landlords would be supported and
The council would only introduce policy encouraged through appropriate
changes or local regulation after accreditation schemes and the
providing suitable evidence. Where provision of information and education.
Page 17 of 29Private Rental Sector Strategy 2021-2026
Local and national bodies who Where investigations are undertaken,
represent landlords and tenants would all would be clear of the reasons and
be visible. the outcome, and any formal action that
would be taken. The council would look
Victims of crime within the PRS would to take all possible steps to remove
be able to quickly and easily report it to criminal activity and wherever possible
the council, where it would be handled prevent individuals returning to the
by professional officers who would sector. This work would include
provide the appropriate support and collaborative working with The Police.
advice to help determine the best
course of action.
Page 18 of 29Private Rental Sector Strategy 2021-2026
Section 3: Strategic aim and objectives
The previous section of this strategy
has identified what an ideal well- 4. The maintenance of tenancies
functioning PRS would look like in will be supported, as far as
Portsmouth. These behaviours are possible, using a range of
seen on many occasions, but this routes to try to resolve
strategy should be more ambitious problems without the need for
about what can be done to make it a eviction.
reality for more users. Therefore it
proposes the following strategic aims 5. Users of the PRS will be a
and objectives. stronger part of, and more
integrated with, their local
Aims community. This will increase
To achieve an active and well- inclusion and cohesion with
functioning PRS which works fairly other tenures.
for all.
6. A wide range of stakeholders
For the PRS to be seen as a desirable and user groups will work
type of tenure which meets the together to provide a focal point
needs of those who use it, with for the delivery of outcomes.
support being focussed on those
who need it most. 7. Tenants and landlords will be
Objectives considered when significant
decision-making within the city
1. Good landlords will be occurs, and that the benefits of
welcomed, supported and economic regeneration will be
promoted through the use felt equitably by those within
of accreditation. the PRS.
2. Information and guidance 8. Fair, transparent and
for landlords and tenants professional regulatory
will be clear, easy to functions will provide
access to enable them to reassurance and support to all
make fully informed that request it and not
choices when entering and adversely affect those that need
moving around the PRS. help by adding
disproportionate burden.
3. More tenants can afford a
sustainable rent level. 9. Strong regulators will use all of
More tenants will also their powers, working with
receive support in partner agencies and
overcoming financial stakeholders, to tackle and
access barriers such as remove criminal and antisocial
deposits and bonds. behaviour.
Page 19 of 29Private Rental Sector Strategy 2021-2026
Strategic objective Affordability Safety Security Easy to Works well with Regulation
enter and the community
leave
1. Good landlords will welcomed, supported and promoted Y y Y y
through the use of accreditation
2. Information and guidance for landlords and tenants will be y Y y
clear, easy to access to enable them to make fully informed
choices when entering and moving around the PRS
3. More tenants who can sustainably afford rent will be Y
encouraged. More tenants will also receive support in
overcoming financial access barriers such as deposits and
bonds
4. The maintenance of tenancies will be supported, as far as y Y
possible, using a range of routes to try to resolve problems
without the need for eviction
5. Users of the PRS will be a stronger part of, and more y
integrated with, their local community. This will increase
inclusion and cohesion with other tenures.
6. A wide range of stakeholders and user groups will work Y y
together to provide a focal point for the delivery of outcomes.
7. Tenants and landlords will be considered when significant y
decision-making within the city occurs, and that the benefits of
economic regeneration will be felt equitably by those within the
PRS
8. Fair and transparent and professional regulatory functions will y y
provide reassurance and support to all that request it, and not
adversely affect those that need help by adding
disproportionate burden.
9. Strong regulators will use all of their powers, working with y y y
partner agencies and stakeholders, to tackle and remove
criminal and antisocial behaviour.
Page 20 of 29Private Rental Sector Strategy 2021-2026
Section 4: The roles currently undertaken by Portsmouth City
Council in support of the Private Rental Sector.
The council currently undertakes a Three, many of which are
number of roles and delivers a number complementary.
of services and support in a number of
ways with regard to the PRS, and this By providing clarity on its role it gives a
part of the strategy aims to outline clear direction on the direction it is
those. It also considers what further taking and the actions it should take.
actions could be taken to deliver the Also, in a time of restricted resources, it
strategic aims and objectives of Section gives clear guidance on the
prioritisation of resources.
Advise, Educate and Signpost
Advise
A significant role for the council is that Housing Standards and Health
of providing specific advice for PRS & Safety in the home.
tenants, landlords and neighbours. It How to apply for a licence to
does this through a number of manage an HMO.
channels, including the council website, How to save money in the home
city help desk and direct to the Private Waste collection dates.
Sector Housing Service, Planning
service and others. Areas of advice However this information has been
include: organically created over a number of
years and it is unknown if this reflects
the needs of the customer.
Educate
In many instances the council goes advisors who can meet face to face and
beyond simple advice and offers more help tenants to understand their
in-depth support and education to finances in consequences of choices
stakeholders. and places to receive help.
Being a good tenant The council’s Housing Needs, Advise
and Support service advises tenants
The council’s website has helpful who are faced with homelessness,
information on how people can look working with them and landlords to try
after their finances to ensure that they to prevent an eviction wherever
are successfully managing to pay their possible.
rent and other bills. There is online
support on how to apply for benefits and In cases where further support is
to ensure that the user has applied for required tenants are referred to third
everything that they are entitled to. sector organisations who run various
However this is less than the support schemes to support tenants who could
that tenants within council-owned stock be at risk of losing their tenancy
receive, who have access to money (including local authority tenants). The
Page 21 of 29Private Rental Sector Strategy 2021-2026
schemes aim to educate them on how an Energy Performance Certificate)
to be a better tenant by managing and how to evict a tenant legally.
budgets, applying for the right benefits,
managing the household and Housing Needs Advice and Support will
sometimes working to prevent anti- contact a landlord should a tenant come
social behaviour. to them with a potential eviction
concern. They will also discuss the
The council will provide advice to a eviction process with a landlord. If the
tenant on what their responsibilities are landlord appears to have served
to the property that they are living in. eviction paperwork incorrectly they will
This is especially important if the be advised of this.
tenant's lifestyle is contributing towards
the disrepair. The council website provides landlords
with information about how to apply for
The Private Sector Housing service planning permission to own a House in
currently educates students in how to Multiple Occupation. It also provides
be good tenants and integrate into the information on how all properties
community. They will also work with should be kept free from hazards that
tenants, when there are concerns can cause harm to the occupier. There
raised by neighbours, with the aim of is information on how to carry out your
creating a more integrated community. own risk assessment for your property
as well as who to contact if you need
Being a good landlord further support.
The housing standards and licensing The Rent it Right Website provides a
team work with landlords to ensure that comprehensive guide for landlords to
they understand what their learn about all areas of the rented
responsibilities are to their tenants. This sector and what is expected of them.
will include; ensuring that the house The website includes links to the
that they are renting is safe and free planning portal to make an application
from health and safety hazards; they to create a House in Multiple
provide the correct paperwork to their Occupation to being an accredited
tenant (e.g. a gas safe certificate and landlord through the Rent it Right
Scheme.
Signpost
The council also undertakes a role to Roberts Centre,
direct stakeholders in the direction of Age UK,
non-council services which can provide Shelter,
services and further assistance. HM Police,
Currently the council signposts to a Hampshire Fire and Rescue
range of organisations third parties who Service,
may be better placed, and or have a Coroner's Office and
statutory or contractual duty to provide The Land Registry.
such support. These include: The University of Portsmouth
Portsmouth & District Private
Citizens Advice Bureau, Landlords Association
Advice Portsmouth (through a
contract funded by the council),
Page 22 of 29Private Rental Sector Strategy 2021-2026
It is vital that the city retains, and This is because each organisation has
possibly expands, the number of a different role, with different
external stakeholders who can provide knowledge, powers and focus which will
and support to those within the PRS. ensure that
Protect, regulate and enforce
Currently the council has a number of Planning enforcement
resources working together who have o Investigates breaches in
within their remit a role to ensure planning legislation to
compliance with the law within the PRS. ensure that the development
of the city follows the Town
These include:
and Country Planning Act
Private Sector Housing 1990 and Planning (Listed
o Compliance of legislation building and conservation
under such acts as the area) Act (1990).
Housing Act 2004 and Public o Building control are
Health. This function is responsible for ensuring that
mainly carried out through building works within the city
inspections prompted by comply with legislation under
complaints to Housing the Building Regulations Act
Standards or through routine 2010 and the Building Act
inspections for licensing of 1984. When a building is
Houses in Multiple reported to them as
Occupation (HMO). dangerous they use their
legislation to ensure it does
Environmental Health and not put the public or
Trading Standards occupiers at risk.
o Investigate noise
complaints. Housing Needs Advice and
Support
Safe Clean and Tidy o Help people who are
o Domestic dumping (fly- homeless, or are at risk of
tipping) and work with the becoming homeless, by
Waste collection team when assessing each persons
domestic rubbish is placed need and creating a housing
out for early collection. plan. This is in compliance
o Anti-social behaviour within with the Homelessness
the community. Reduction Act 2018.
Manage private rented property
Managing properties to meet the needs of those who are homeless
The council’s Rent it Right leasing that is paid quarterly in advance. They
scheme is able to manage private can also opt for a full repairing scheme
rented properties on behalf of landlords as part of the agreement. The property
for between 3 and 5 years. It provides a is handed back to the owner at the end
landlord with an agreed rental income of the agreed leased term in the same
Page 23 of 29Private Rental Sector Strategy 2021-2026
condition as it was rented to the council, This service was relaunched in summer
minus fair wear and tear. The council of 2019 and currently the leasing
manages the property, and the scheme only rents properties to tenants
tenancies, with tenants being selected who are on the housing waiting list. The
from the housing waiting list. properties are not, therefore, for
general tenant access.
Managing properties due to previous failure of the landlord
If, upon inspection, a property if found served on long term empty properties
to be an unlicensed House in Multiple (more than empty for 2 years.) The local
Occupation (HMO), or if the HMO is not authority serve an Interim and Final
being managed correctly, an Interim EDMO on a property and then manage
Management Order can be served. The it for 7 years. The tenants are selected
council will then manage the property from the housing waiting list.
on the owner's behalf until the
In both circumstances the Council
management of the property is
becomes the landlord for these
resolved, with all costs being passed to
properties through the Housing Act
the landlord
2004.
An Empty Dwelling Management Order
(EDMO) works in a similar way but is
Enabler of Finance
Lend rent deposits and guarantees
The council currently provides rent to move into if they are already entitled
deposits for those on Housing Benefit. to housing benefit or the housing costs
Housing Needs Advice and Support will element of Universal Credit at their
also provide a means tested deposit to present home.
help prevent someone from being
made homeless. https://www.portsmouth.gov.uk/ext/doc
uments-external/ben-rbe-dhp-policy-
Discretionary Housing Payments 2018.pdf
(DHP) is something that a tenant can
claim for to help them stay in their Extended Housing Benefit is a payment
rented property or move into new for 4 weeks of an existing Housing
accommodation. Benefit agreement that is going to
reduce as a result of a change in
DHP can only be awarded to claimants circumstances to the tenant. This
receiving housing benefit or the change in circumstance could be an
housing costs element of Universal increase in the number of paid working
Credit, which does not meet the full hours. The extended benefit provides
amount of their eligible rent (housing the tenant with reassurance that they
costs). DHP can also be awarded for a will still be able to pay their rent whilst
rent deposit or rent in advance scheme their circumstances are changing.
for a property that the customer has yet
Page 24 of 29Private Rental Sector Strategy 2021-2026
Provide finance to undertake works on properties to make them safe.
The council, through the Private Sector and will continue this function
Housing Service, currently provides whilst it is being managed by the
access to low cost finance for home local authority.
renovations in a number of
Should someone require a
circumstances.
disabled facilities adaptation, so
A property may be subject to that they can stay in their home,
enforcement and, if the owner the Housing Renewals team will
does not carry out the works also ensure that the property is
required, the council may look to free from any other hazards
carry out works in default to under the Housing Act 2004. The
ensure that the rented property work schedule that they create
is safe to use by the tenants. will reflect these requirements to
make the property safe for the
If an IMO is in place the council
occupier.
will have to remove all hazards
from the property as part of Building Control will assess
ensuring it is properly managed. properties that are considered
Costs incurred will be sought dilapidated and cause for
from the owner as part of the concern. If they feel that there is
IMO. an immediate risk to the
occupier, and or general public,
The EDMO (which is served on
they will carry out any necessary
long term empty properties) will
works to remove this risk. The
require the property to have be
costs incurred will then be
safe for use of tenants for 7
sought from the owner of the
years. Therefore the council will
property.
carry out all necessary repairs
prior to the property being rented
Controller
Determine where HMOs are built.
The decision regarding how many https://www.portsmouth.gov.uk/ext/doc
HMO's can be permitted in certain uments-external/pln-portsmouth-plan-
areas of Portsmouth is based on the post-adoption.pdf
Portsmouth Plan and PCS20 "houses
in multiple occupation (HMOs) ensuring The policy outcome is to avoid
mixed and balanced communities." concentrations of HMO's within the city
and the planning department are
responsible for this determination.
Determine use of land
The Portsmouth Plan sets out the future document to ensure that its aims and
development of Portsmouth until 2027. objectives are being met.
Any changes and developments to
Portsmouth will need to be measured If Portsmouth City Council owns the
against this overarching planning land the portfolio holder would
Page 25 of 29Private Rental Sector Strategy 2021-2026
determine the use of it. This would be in to access should they wish to develop
conjunction with other departments in that authority's area.
such as planning to ensure that the land
was being put to best use. For example The purpose of the register is that a
building more houses on Council developer will know what sites are
owned land. ready for housing development as the
land has already been determined by
The Town and Country Planning the Council. This should speed up the
(Brownfield Land Register) Regulations construction process as a developer will
2017 places responsibility on a local know what sites they can purchase and
authority to prepare and maintain a build on quickly.
register of land for housing developers
Section 5: Strategic action plan for Portsmouth City Council
In order to achieve the strategic aims to enable the actions to be begin to be
and objectives of this strategy a range pursued immediately.
of additional actions can be taken by
the council. These have been identified Officers will be required to bring further,
and fall into two broad categories: more detailed, reports to councillors for
approval before any can be
Those which can be pursued permanently implemented. These will
under existing approval or outline costs, timescales, risks, impacts
delegated authority and have and an operational delivery plan. All of
existing resources to enable these actions will be reviewed and a
delivery, or more detailed plan for timescales will be
Those that require additional established, the aim is that agreed
approval by the council and/or actions within the final strategy will be
additional resources in order completed within the five year period.
to deliver the action. Progress of this will be monitored by the
Cabinet Member for Housing &
For actions 1-14, council officers can Preventing Homelessness.
use existing approvals and resources,
Page 26 of 29Private Rental Sector Strategy 2021-2026
Actions for which permissions and resources exist
Action Description Strategic
number Objective
1 HMOs: Continue to deal proactively when an unlicensed HMO is reported. 7
2 Training: Ensure that officers responsible for regulating the PRS are trained to a professional standard and 8
capable of meeting the needs of this strategy.
3 Communication/information: Provide more information for tenants, such as average market rents across 6
property sizes. Expand on the current website information on what makes a good tenant (including different
situations). Investigate with third party stakeholders the feasibility for closer partnership working on a single
communications and web strategy.
4 Governance: Develop the current HMO governance board into a multi-agency partnership group which 2,6
oversee this strategy. Review the stakeholders to ensure that all voices are covered. Investigate with third
party stakeholders the feasibility for closer partnership working on a single communications and web strategy.
5 Financial support: Undertake a pilot of the rent deposit and bond scheme. 6
6 Shared services: Work more closely with stakeholders to increase the understanding of the services that 8
could be provided across Portsmouth to support the PRS.
7 Council internal processes: Implement the revised supplementary planning document for HMOs. Review 8,9
all relevant enforcement policies to make them more transparent. Work with other local authorities to find
new ideas to support the PRS. Ensure that data sharing, both within the Council and with external partners is
maximised, within legislation.
8 Pilots: Working with stakeholders, approach the MHCLG to look for support in the development and 7
implementation of this strategy, with a particular request to pilot some of the changes identified in actions.
Page 27 of 29Private Rental Sector Strategy 2021-2026
Actions requiring more detailed investigation, resources and/or permission
Action Description Strategic
number Objective
1 Workshops: (A) Work with landlord groups to provide workshops on how to be a good landlord. E.g. how to 1,2,4
choose appropriate tenants and carrying out their own HHSRS assessment on their property. (B) Work with
tenancy groups to provide workshops on how to be a good tenant, aimed at helping a tenant to maintain a
tenancy. Focussing on money management, behaviour & how to work with the landlord.
2 Mediation: Create a mediation service between landlords and tenants to help improve security of tenure. 4
This may include a 'private sector housing court'.
3 Financial support for the PRS: Provide loans for good, accredited landlords to improve the quality of their 1,3,4,5,
property. Provide low interest loans for those who are eligible to be able to access the private rental sector
(the loan will cover the rent deposit and any additional fees required to be paid to enter the Private Rental
Sector). Provide bonds to help those who are eligible to gain access to the PRS.
4 Accreditation: Expand the Rent it Right model to help more tenants across the PRS. Working with multi 1
agency partners, develop the council's accreditation scheme to offer benefits to good landlords.
5 Additional licencing: Consult on reintroducing additional licencing for HMOs to help in the better 3
management of them and understand how they interact with the local community.
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