DD2026 Additional posts to support private rented sector projects

1.1 The Mayor’s manifesto includes commitments relating to London’s private rented sector. These include:
• ‘naming and shaming’ rogue landlords;
• establishing a London-wide lettings agency to help tackle high letting agent fees;
• promoting and supporting borough property licencing schemes; and
• supporting the Build to Rent sector.

1.2 Delivering these commitments is a key early priority for the new Mayor. Under the previous Mayor, the GLA’s work in this area was limited to the London Rental Standard, a light touch project that could be managed by the core housing policy team. The new projects require additional dedicated capacity, particularly during the project development and implementation phases.

1.3 The proposal is to create two new temporary posts, as follows:
• a Project Manager (grade 10), with overall responsibility for delivering all of the private rented sector projects’ and
• a Projects Officer (grade 8), who will support the Principle Projects Officer and lead on specific elements of the work programme.

1.4 Both posts will be fixed term for one year. After that time, it is anticipated that a wider review of the GLA’s capacity in this area will be required so that new projects can be properly resourced in the long term. The total cost to the GLA of this decision is £118,000, consisting of salaries and relevant on-costs.

1.5 There are no previous approvals related to this matter.

2.1 The objective is to create a new private rented sector project management team to enable the GLA to implement the Mayor’s policies in this area. The outcome will be additional resources to develop and implement these projects.

3.1 London’s private rented sector is home to around 800,000 households from all different backgrounds. It is a particularly important housing tenure for poorer households, including those who have been accepted as homeless and who are unable to access social housing. Moreover, 65% of household heads in the private rented sector are BAME, compared to 40% in other tenures, so improvements in the PRS will have a disproportionately positive impact on these groups.

a) Key risks and issues

4.1 There is a risk that no suitable candidates will be found. This will be mitigated through utilising the GLA’s human resources policies and ensuring the posts are advertised through the usual channels.

b) Links to Mayoral strategies and priorities

4.2 The Mayor’s manifesto contains clear commitments to deliver projects to improve London’s private rented sector. These include ‘naming and shaming’ rogue landlords, setting up a London-wide lettings agency, and promoting borough licensing schemes.

5.1 This decision seeks approval to create a new private rented sector project management team to enable an implementation of Mayor’s policies in this area. The team will consist of two new members of staff employed on a 12 months fixed term basis (Project Manager (grade 10) and a Project Officer (grade 8)), with a total cost to the GLA of £118,000.

5.2 The above expenditure will be utilised from GLA’s Contingency Budget. Any changes to this proposal, including the requirement of additional funds, will be subject to further approval via the Authority’s decision making process.

6.1 The decision sought concerns expenditure on the costs of activity and resource calculated to facilitate and which is conducive or incidental to, the discharge of the GLA’s functions.

6.2 Officers must ensure, before any commitment to the proposed expenditure is made, that all applicable protocols for the creation of new fixed term posts are adhered to and appropriate documentation is put in place with any new fixed term post holders, liaising with HR accordingly.

7.1 The recruitment will be delivered in accordance with the GLA’s human resources policies and procedures.