Crime Reduction - Helping to Reduce Crime in Your Area

Landlord Accreditation

Four Essential Criteria for Accreditation

As the number of accreditation schemes have expanded, the diversity between them has increased. This has made it a lot more difficult to understand exactly what is meant by the term 'accreditation' and so ANUK has agreed four key criteria against which schemes should be judged.

Criteria 1: The Declaration
Accreditation is about the accountability: to be accountable there must be a voluntary declaration by the supplier or manager of the housing to a set of processes or standards (normally both). There must therefore be a set of standards but let us concentrate on the declaration for a moment. The declaration should be regular. There are accreditation schemes that landlords joined years ago where they are still technically members: the standards should have moved on and the landlords themselves can scarcely remember their initial commitment (and in a few cases neither can those running the scheme).

Those joining an accreditation scheme should do so publicly, in a declaratory manner and regularly. Our own accreditation schemes have an annual declaration but a declaration should be made no less than every three years. This means that

• landlords are fully committed and on board
• the standards can be reviewed regularly
• new standards can be introduced

It also acts as an important counterbalance to the problem that many schemes are well resourced at set-up, have a big launch, and then do not move or in some cases atrophy.

If landlords need to keep joining then the scheme will either live or die: this sorts out the real living accreditation schemes from what can be little more than an out of date database.

Criteria 2: Verification
A core part of any accreditation scheme is verifying that those who sign up to meet standards are doing so. In the early days of accreditation I, and many others, argued for a simple voluntary declaration by a landlord to join and this is still acceptable. But time has shown that to maintain both consumer and landlord confidence there must be a regular and transparent verifying process that checks on the standards being met, issues some form of report and where any shortcomings are identified, a landlord helped to agree to any necessary improvement package.

Again, verification means ongoing resources have to be available to run the scheme. It also means those organising the verification have to work out for themselves what realistic level of resources is required to undertake relevant and comparable verification.

There are now a wide variety of verification processes in use ranging from a complex on-line self-assessment and verification panel for the Government approved ANUK National Scheme for Larger Student Developments, to sampling smaller landlords' processes deployment and properties.

Whatever the verification process is, it must be public, realistic and achievable. Those running schemes would also do well to avoid "principled" statements such as "we inspect every single house". This may sound great but often this is not achieved and after an initial inspection another never takes place. "Inspect" can also simply mean "visit", with few notes and little follow-up.

It is easy to misrepresent the verification process. This is not equivalent to a Local Authority grappling with scare resources to fulfil its statutory obligations this is a voluntary process where those operating schemes are doing their best to verify the standards that have been agreed (almost always through partnership working and consultation) It is alright to be honest and transparent and tell it like it is.

Verification should also allow for comparable performance to be measured: in management this is not a "pass" or "fail" test, although, of course some will simply be so inadequate they will fail. It is a process that identifies good and better practice and asks those involved, in a supportive way, to raise their game: we can all improve and good housing management deserves real recognition from an accreditation scheme.

Verification is the corner stone for recognising good standards and the desire of the housing provider or manager to see those standards as important, meet them and exceed them.

Criteria 3: Continuing Improvement
The third corner post is that accreditation should see continuing improvement a core value. It can be seen how closely this fits into, and is the consequence, of proper verification.

Why verify if you simply acknowledge that standards are being met? Any decent verification process will ensure that those who have declared themselves to be meeting those standards are doing so (or are on their way to doing so) but it will also identify areas where good practice can be identified and shared (and I do not mean matters relating to commercial advantage, they are quite different) and it will provide the information and input into reviewing the accreditation scheme itself on a regular basis. The notion of continuing improvement also sets the mental tone for accreditation: it is about doing better from a base standard - good landlords do this almost instinctively, moderately good landlords need some encouragement and recognition to help them along the way. Poorer landlords do not understand the point.

Criteria 4: Complaints
Finally, accreditation must have a proper complaints process that allows those that think standards are not being met to have their concerns heard, investigated and a resolution reached. I am not talking here about vengeful tenants or local busybodies and any decent complaints system will quickly go through the formal procedures and conclude the complaints are either frivolous or malicious. But there are times when complaints are very real and when a formal mechanism is needed to provide an incentive to all those involved to resolve their differences and for the scheme operators to learn from any mistakes they may have made in actually setting their standards.

The complaints procedure should be simple, inclusive, transparent, rapid and known. People get very wound up about complaints procedures, but in reality they are used only in extremis and are not the main drivers where there are problems: verification is the main show in identifying shortcomings and encouraging better management practices

There are a number of key decisions that have to be taken:

• What is your scheme trying to achieve?

• Who will run the scheme?

• What will it cover?

• What will your standards cover, and what benchmarks will be used?

• Will it accredit landlords or properties?

• How will compliance with standards be determined?

• Talk at an early stage to those in Local Government or within universities or students unions with responsibilities for housing strategy and the enforcement of standards.

• Write a short paper setting our what your needs are and how accreditation will address those needs.

• Ask key decision makers to a round table meeting, so that all parties are involved at the start.

• Circulate notes and a record of the agreed method of proceeding.

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Accreditation is about improved communications (between tenants and landlords and key strategic stakeholders), physical and management standards and transparency and accountability in agreeing to meet those standards. These themes already fit within mainstream issues of consumerism, encouraging both supplier and consumer responsibilities.

Most accreditation schemes also tie into wider corporate objectives such as:

Housing Strategies 

Identifying where good quality properties are through accreditation, assisting in targeted enforcement of poor quality properties (where a voluntary approach can be shown to have failed), encouraging landlords to meet forthcoming standards and acting as a channel of communication for housing initiatives and information about forthcoming legislative requirements.

Environmental Issues 

Litter, waste disposal generally, garden and environmental care of properties are all important issues for the local community. Accreditation can raise standards in these areas and special arrangements can be made between local authorities to assist landlords to meet higher standards in terms of how their properties look and contribute to their neighbourhood.

Transport Strategies 

Using accreditation as an information channel, tenants can be given information about public transport options and bike storage can be provided.

Crime and Crime Reduction

Better standards or security can be written into benchmark standards, specific information can be given to tenants to raise awareness of crime and walk in burglaries and residents and neighbours can be given specific information about initiatives in their area.

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We have already covered the wider corporate objectives - now make sure that the following agencies are involved:

• Police and Fire Department

• Local University or College

• Local Authority: Housing Benefit Officers, Environmental Health Officers, Planning Officers & Waste Disposal Managers

• Local Students' Union

• Local Letting Agents

• Local Community Associations

• Neighbouring Local Authorities

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There needs to be one person who is at the hub of this network of liaison and co-ordination. They will need to be experienced in operating in partnership and consortium arrangements, have the vision to see what must be achieved and why and be able to provide guidance and move the process on when the going gets tough.

• Identify the department to be responsible for running the scheme.

• Ensure sufficient officer time is dedicated to managing the scheme.

• Ensure that the appointed member of staff has the necessary authority to make decisions.

• Ensure that adequate support systems are available, particularly back up for arranging meetings and maintaining continuity in the event of absence.

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• Establish contact with local landlord representatives at earliest possible point: circulate them (either directly or get others to forward your letter) via all sources of landlord addresses - the local authority, university accommodation lists, landlords associations

• Most Local Authorities have a Landlord Forum - utilise this to reach a wider landlord audience.

• Encourage a sub-group of committed landlords to form a Working Group.

• Ensure that all landlords receive mailings and are consulted individually, offering them the opportunity to comment.

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Be realistic about what you can achieve through a voluntary system - set standards that are actually achievable and which have landlord support. Not all standards have to be achieved on day one. In many cases there are two and three year lead-in times for certain changes to be made to landlords' properties to allow time for works and changes in management practices.

The standards you set will be determined by local issues, such as the building stock in your area and the kind of landlords that are renting. Landlords with large numbers of properties are often easier to find and have better management practices than smaller landlords who may have less time to attend meetings. All are important and it is essential to talk to a cross-section of them all.

• Discuss the viability of standards proposed with landlords at a very early stage.

• Standards must cover both tenancy management and property conditions.

• A graded accreditation system can be used with Grade 2 as the basic standard and Grade 1 requiring additional services.

• Once standards are set, get agreement on how those standards are to be monitored, by visits or cross-sectional checking.

• Ensure accreditation standards are met by carrying out sample compliance checking (in the case of a voluntary declaration of standards) or inspecting/certifying properties.

• Decide on the frequency of any re-inspection.

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Ensure information packs provide adequate information about the scheme, with contact telephone numbers for any queries.

Clear information needs to be given about:

• the accreditation standards themselves.

• how to join.

• what the benefits are of joining.

• Explain the application procedure properly.

• Ensure that the application form requires the right information.

• Process new members quickly and make sure thy feel they have "joined the club."

• If a landlord does not or cannot meet the standards, inform them of the action required to achieve accreditation status and encourage them to reapply.

• Ensure a procedure exists to deal fairly with complaints of both landlords and tenants.

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• Identify appropriate media/vehicles to deliver message.

• Use promotional literature and local newspapers.

• Ensure promotional leaflets are available at locations accessible to landlords and tenants.

• Celebrate achievements - 50th, 100th property accredited.

• Have a newsletter of your own that goes out at least twice a year.

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Students are good at talking to each other and networking, but new students arrive every year,  so informing them about a scheme is an ongoing and constant process.

• Avoid producing information in the first week or so of term when all students are in "information overload."

• Produce succinct documentation specifically for tenants to explain benefits of accredited properties.

• Get the University/students' union to recommend that students give priority to renting accredited properties.

• Involve tenants, or their students; union representatives in scheme developments and discussion.

• Consult tenants prior to awarding accreditation status - how do they rate their landlord?

• Involve tenants in checking on landlords by giving them questionnaire to see that they are meeting their management obligations.

• Use the local students union newspaper for publicity.

• Use the University/College intranet at key times of year to ensure the right information. gets to the right students when they are thinking about housing options.

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Most landlords will want to know what they get from joining a scheme.

• Discuss with landlords what would benefit them.

• Do not make false promises about the impact of your scheme.

• Stress any market advantage they will get - priority advertising, linking in to University/college advice about students renting their properties first.

• Help landlords to "sell" themselves as accountable and accredited property suppliers by giving them certificates that they can display, assist them to market the scheme by providing them (and tenants) with "freebies": mouse mats, key rings, fridge magnets and stress balls are all popular.

• Continue to introduce additional incentives: special waste disposal arrangements, better access to the limited range of grants available, priority in any new initiatives, "hot line" enquiry services with the Local Authority.

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Ensure that you regularly monitor the scheme so that the standards continue to reflect local needs and so that you know if aspects of the scheme are not working. Changes in legislation and consumer and supplier needs happen all the time and the scheme must be kept up to date.

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National Codes of Standards for Large Student Developments

As well as the voluntary accreditation schemes open to private landlords who rent shared accommodation to groups of students, three Government ‘approved’ codes of practice have been devised specifically to cover halls of residence – either operated by educational establishments or private/social residential landlords.

These codes – two of which are administered by ANUK/Unipol and the other by UniversitiesUK – seek to set some standards for the way in which high density student accommodation is managed on a day to day basis. Compliance with the requirements of these codes is assessed, although the way in which this operates may vary depending on which of the codes a provider has signed-up to. The ANUK/Unipol codes also operate a system of verification visits to developments covered by those codes.

For more information about the precise requirements of these codes, use the following links

http://www.anuk.org.uk/LargeCode/

www.UUKCode.info  

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Using Accreditation for Reducing Crime Against Students

To establish:

• a fixed security standard for all properties within the scheme.
  to ensure that owners give information about crime awareness to tenants.

• to offer a property marking scheme.

• to publicise other anti-crime initiatives in the area.

• make environmental improvements (special low maintenance garden planting and clearing of waste and litter so that a house is not obviously a "student house" and a target.

• distribute crime awareness material to tenants at key times when students are vulnerable to burglary.

www.anuk.org.uk (see under National Model Accreditation Scheme)

www.unipol.leeds.ac.uk (see under Codes of Standards)

The framework for this text is taken from a presentation written by Professor Philip Leather, Professor of Urban and Regional Studies, the University of Birmingham with further information and additions from Martin Blakey, Chief Executive of UNIPOL Student Homes.

Last update: Monday, September 01, 2008