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Your Block’s Sinking Fund: How Much Is Really Available?You pay your service charges. You contribute towards future repairs. But do you know how much money your block actually has available—and what has already been committed?For leaseholders and Right to Manage directors, this should be a straightforward question. The answer needs more than a bank balance.Understanding your block’s finances means knowing what has been collected, what has been spent, what remains unpaid and which funds are reserved for specific purposes.What is a sinking fund?A sinking fund, often called a reserve fund, builds up money towards larger or less frequent expenditure, such as roof replacement, external decoration or replacement communal equipment.It helps spread the cost over time, although it cannot guarantee that additional contributions will never be needed. The lease determines whether contributions can be collected and the purposes for which they can be used.A contribution towards future repairs should be clearly distinguished from money collected for everyday running costs.Cleaning, gardening, communal electricity, insurance and management fees should be identifiable within the accounts. Leaseholders should be able to understand how their payments are allocated.The bank balance does not tell the whole storyImagine a block has £10,000 in its bank account.That sounds reassuring. However, suppose the account includes:Money already allocated or committedAmountUnpaid invoices for completed work£1,500Funds allocated to routine services for the remaining budget period£2,000Money reserved for an approved roof repair£4,000Remaining uncommitted cash£2,500This is an illustrative example, not a client account.The account contains £10,000, but only £2,500 is uncommitted under these assumptions. Whether that money can be used for a particular purpose still depends on the lease and the relevant fund arrangements.Cash held, reserve funds and money available for new expenditure are different figures.Money owed is not money in the bankAnother common source of confusion is the difference between contributions demanded and payments received.If a block has requested £12,000 but collected £10,500, the missing £1,500 remains a debt to be recovered. It cannot be treated as available cash.Similarly, a contractor’s invoice shows that a charge has been raised. It does not, by itself, prove that payment has left the account.Clear reporting should distinguish:Contributions requested and payments received.Supplier invoices received and payments made.Unpaid bills and approved commitments.Funds reserved for future work.Six questions to ask your block managerDirectors and leaseholders should ask for a clear explanation of:What was the opening balance?Was this money handed over by a previous manager, or the first contributions received? Those first payments must not be counted twice.How much has actually been collected?Separate receipts from outstanding contributions.What has been spent?Show the supplier, work undertaken, invoice amount and payment date.Which fund paid for each item?Distinguish ordinary services, reserve expenditure, insurance and separately funded works.What remains unpaid or committed?Include outstanding contractor bills and approved work.What is genuinely available now?Reconcile the accounts to the bank and explain any restrictions on the funds.A healthy reserve needs a maintenance planA balance can look substantial until it is compared with the work the building will need.The useful question is: “Will this fund meet the foreseeable needs of our building?”A maintenance plan should identify likely work, estimated costs and expected timing. Contributions can then be considered against those needs and the lease provisions.Without that planning, a low contribution today may leave leaseholders facing a much larger bill later.Clear accounts support better decisionsAt MyEstate, we believe directors and leaseholders should be able to follow their block’s finances without having to decode unexplained figures.Our approach is to make the charges, contractor costs, payments and outstanding actions understandable—and to identify any gaps that still need checking.If a figure has not been reconciled, it should be explained clearly rather than presented as confirmed.If you are an RTM director or leaseholder looking for clearer block management, contact Richard at MyEstate Luton to discuss your building and its needs.Richard Gedall MNAEA | AARLA

Why we are investing in staff training across MyEstateGood property management depends on the whole team understanding their responsibilities. A repair reported to administration, a payment queried with finance or a concern raised during an inspection can all require prompt, informed action.That is why I am investing in a programme of British Landlords Association training across MyEstate Luton Limited.The courses have been allocated according to staff responsibilities:CourseDepartments receiving trainingCore Compliance Training – EnglandOffice Management, Lettings and Property Management, Property Inspections, and FinanceLetting Agent CourseLettings and Property Management, and Office ManagementResidential Eviction CourseLettings and Property Management, and Office ManagementRenters’ Rights Act MasterclassLettings and Property Management, Property Inspections, and Office ManagementDisrepair CourseProperty InspectionsRent Arrears CourseFinance and AccountsStaff allocated Core Compliance Training will complete that first, before moving on to their other courses.Why every department needs awarenessClients experience MyEstate as one business. They should receive a consistent standard of service whether they speak to our office manager, finance team, lettings staff or property inspectors.Each department needs to understand how its work affects the others.Our Finance and Accounts team needs to handle payment queries accurately, distinguish missing information from confirmed arrears and communicate clearly with colleagues and clients.Our Lettings and Property Management team needs to understand the procedures affecting its work, maintain reliable records and recognise when a matter needs specialist advice.Our Property Inspections team needs to recognise and document concerns, explain its observations and escalate issues appropriately. Identifying a possible defect does not mean certifying a specialist system.Our Office Management and Administration team needs to ensure information reaches the right person, instructions are recorded and important matters are followed through.Nobody needs to know everything. Everyone needs to understand their responsibilities, recognise urgent concerns and know when to ask for help.Training must improve everyday decisionsBooking a course is only the first step. The value comes from applying what has been learned.We want staff to ask better questions, produce clearer records, recognise potential problems earlier and give clients accurate information. We also want fewer situations where an issue stalls because one department assumes another is dealing with it.A certificate records learning. The standard of our daily work shows whether that learning is being put into practice.Our commitmentProperty work carries responsibilities to landlords, tenants, leaseholders and directors. Keeping our knowledge current is part of taking those responsibilities seriously.This programme is an investment in our staff and the service we provide. We will record completion, review what the team has learned and use it to strengthen our working procedures.Richard Gedall MNAEA | AARLADirector | MyEstate Luton Limited01582 380330luton@my-estate.co.ukwww.my-estate.co.uk

Winter Is Coming: Why Reporting Damp, Mould and Leaks Early MattersWinter can expose problems that have been developing quietly for months. A loose roof tile, a blocked gutter or an ineffective extractor fan can become much more noticeable when temperatures fall and rain becomes frequent.For landlords, tenants and managing agents, the message is simple: identify problems early, report them promptly and take action before the damage spreads.A relatively small repair could cost a couple of hundred pounds. Leave the underlying problem unresolved, and the resulting damage could run into thousands. Costs vary, but early attention gives everyone a better chance of keeping repairs manageable.Small Problems Can Become Expensive RepairsA small stain on a ceiling might not look urgent. Neither might a dripping gutter or a damp patch beneath a window. However, these can be signs that water is reaching places it should not.Over time, persistent moisture can damage plaster, decorations, flooring, insulation and timber. What begins as a straightforward repair may develop into a much larger job involving several contractors and considerable disruption.That does not mean every damp patch signals a major building defect. It means the cause needs investigating rather than guessing.The sooner someone raises the issue, the sooner the landlord or managing agent can arrange an appropriate response.Tenants: Report Problems When You First Notice ThemTenants are usually the first people to notice changes inside their homes. Clear communication is essential to getting problems investigated and repaired.Report leaks, damp patches, mould, unusual smells and heating problems as soon as you notice them. Do not wait until the next inspection or assume a small issue will disappear.Useful information includes:The room and exact location of the problem.When you first noticed it.Whether it becomes worse during rain or after using particular facilities.Photographs showing the affected area.Whether the problem is spreading or recurring.Keep a record of your report and any updates. If the situation worsens while you are waiting for a response, report that change too.Active flooding or water near electrical fittings needs urgent attention through the appropriate emergency reporting route.Landlords: Arrange Your Winter Property InspectionsIf you have not reviewed your property recently, now is a sensible time to arrange an inspection.Contact your tenants, agree access appropriately and explain that the purpose is to identify maintenance issues before winter makes them worse.If you use a managing agent, ask when the last inspection took place, what it identified and whether outstanding repairs have been completed.An inspection report should provide useful observations, photographs and clear next steps. A brief note saying “property satisfactory” offers little reassurance if nobody has checked the areas where problems commonly develop.Inspections also give tenants an opportunity to raise concerns that might otherwise go unreported.Check Roofs, Gutters and External DrainageRainwater needs a clear route away from the building. When that route becomes blocked or damaged, water can overflow and repeatedly soak external walls.From a safe position at ground level, look for overflowing gutters, visible vegetation, disconnected downpipes and staining on brickwork. Water pooling close to the building also deserves attention.Roof coverings, flashing and chimney details may need professional inspection where leaks are suspected. Do not attempt unsafe access simply to complete a checklist.For flats, establish whether the issue concerns the individual property or a communal part of the building. Notify the relevant block manager promptly so responsibility can be established and investigations arranged.Look Closely Around Windows, Walls and CeilingsDuring an internal inspection, pay attention to discoloured ceilings, peeling paint, damaged plaster and damp areas around windows.Check beneath sinks and around visible plumbing connections. Look around baths, showers and toilets for signs of leakage, damaged seals or persistent moisture.Ask tenants whether any marks change after heavy rain or whether they have noticed dripping, staining or unusual smells.Photograph concerns and compare them with previous inspection records where available. This helps establish whether an issue is new, stable or getting worse.Remember that visible damage may appear some distance from the source. Identifying where water enters can require further investigation.Investigate Mould Instead of Covering It UpMould needs proper attention. Cleaning or painting an affected surface may improve its appearance temporarily, but it does not necessarily address the reason moisture is present.Possible contributing factors include leaks, condensation, inadequate ventilation and cold surfaces. More than one factor may be involved.Avoid assuming the cause without looking at the property and listening to the tenant’s account. Repeated mould in the same location deserves further investigation.Check whether extractor fans work, whether ventilation openings are obstructed and whether windows or surrounding surfaces show persistent condensation.A practical response should address the source of moisture and any necessary repairs.Check Heating and Ventilation Before Temperatures FallAsk tenants whether the heating is working reliably and whether they can operate its controls. Investigate reported faults promptly.Check bathroom extractor fans and kitchen extraction arrangements. A fan that makes noise is not necessarily removing moisture effectively.Tenants should receive clear, practical information about using the systems provided. However, advice about heating and ventilation should accompany appropriate investigation, rather than replace it where a defect may exist.Keeping homes maintained requires cooperation, functioning equipment and a willingness to act on reported concerns.MyEstate Has Its Own Damp and Mould SpecialistNot sure what is causing damp or mould in your property? MyEstate has its own damp and mould specialist who can attend, investigate and provide a full report explaining the findings.The report will identify the likely causes and recommend practical measures to address them. Depending on the findings, this could involve repairing leaks, improving ventilation or tackling other contributing issues.Our aim is to resolve the underlying problem and help prevent it returning. Simply cleaning away mould or painting over a damp patch is unlikely to provide a lasting solution if the cause remains untreated.To arrange a visit, contact MyEstate Luton on 01582 380330 or email luton@my-estate.co.uk.Follow Through Until the Problem Is ResolvedReporting and inspecting are only the beginning. Someone needs to record the issue, arrange the appropriate investigation and keep everyone informed.Landlords should understand what work is proposed and why. Tenants should know what happens next and when to expect an update.After repairs, check whether the original problem has stopped. Persistent damp or recurring staining may indicate that further work is needed.Winter preparation is about consistent attention. Catching a small problem early can protect the property, reduce disruption and prevent avoidable expense.Need a practical winter inspection checklist? Send me a message and I will send you the list.Richard Gedall MNAEA | AARLADirector | MyEstate Luton Limited01582 380330 | luton@my-estate.co.ukhttps://www.my-estate.co.uk/

Ask Richard: Why Does Block Management Cost So Much—and What Should You Ask Before Paying?By Richard Gedall MNAEA | AARLA, Director of MyEstate Luton LimitedYour service charge has increased again. The communal areas look much the same, repairs remain outstanding, and getting a clear answer feels harder than it should.So where is your money going?It is a fair question. But before comparing block managers, you need to understand exactly what you are comparing.Your service charge is not all management feesYour bill may include buildings insurance, communal electricity, cleaning, gardening, repairs and contributions towards future expenditure. The managing agent’s fee is one part of that total.A high service charge does not automatically mean the agent is overcharging. Equally, a low management fee does not tell you the full annual cost. Start by asking for a breakdown that separates the agent’s charges from the building’s expenses.Why do management fees vary?Buildings require different levels of work. Lifts, extensive grounds, complicated maintenance, staffing and frequent inspections can affect the service required.The question is whether the price reflects an agreed service—and whether that service is actually being delivered.If you pay for inspections, ask how often they happen and how findings are recorded. If repairs are being coordinated, ask who is responsible for following up outstanding work.What might the headline price leave out?A quotation may look attractive until you examine the additional charges. Extra meetings, major-works administration, project supervision, sale enquiries and work outside the routine appointment may carry separate fees.Those charges are not automatically unreasonable. They should be explained clearly before you commit.Ask whether insurance arrangements or contractor referrals generate any commission, referral payment or other financial benefit, and how this is disclosed.Eight questions worth asking your block managerWhat is your total management fee, including VAT, for the whole building and per flat?Which services are included, and can we have a complete schedule of additional charges?How many inspections and meetings are included, and what written reports will we receive?Do you receive any insurance commission, contractor referral payment or other financial benefit?How are contractors selected, and who approves quotations and expenditure?What reserve funds are held, and what planned expenditure supports the contributions requested?Who is our named contact, and what response times have you committed to?What notice, exit charges and handover arrangements apply if we change agents?What should you ask to see?Request the annual budget, an explanation of significant increases, the latest available accounts and the planned-maintenance programme. Ask how you can obtain supporting information about expenditure.RTM directors should also obtain a clear written management agreement setting out authority limits, reporting arrangements and responsibilities.Compare agents against the same requirements. Cutting the fee while losing essential inspections or financial oversight can be a false economy.Ask me your block-management questionIf you are a leaseholder, freeholder or RTM director struggling to understand a charge or quotation, contact me. I can help you identify the questions to ask and explain our approach at MyEstate.No fee for an initial question. Just straight answers.Richard Gedall MNAEA | AARLAMyEstate Luton Limited01582 380330luton@my-estate.co.ukhttps://www.my-estate.co.uk/Practical management guidance, not legal advice.The questions reflect LEASE guidance on management agreements, fees, commissions, reporting and contractor selection. Service-charge recovery depends on the lease. lease-advice.org

RTM Directors Can You Explain Where Your Block’s Service Charge Money Goes?Being a director of a Right to Manage company means making decisions that affect your neighbours, your building and the money collected to maintain it. When leaseholders ask why their service charge has increased, your board needs an explanation supported by figures.Service charge transparency is a current issue. Planned reforms include clearer demands, standardised accounts and annual information about building condition and major works. These measures are not yet implemented, with changes expected during 2027.Directors can improve their management arrangements now, starting with the person handling the work.Why The Right Managing Agent MattersAn RTM board sets priorities and makes decisions, but somebody must turn those decisions into action. That means arranging inspections, chasing contractors, monitoring expenditure, maintaining records and answering leaseholders’ questions.Hiring the right managing agent gives directors reliable support with these tasks. A capable manager identifies problems early, explains the available options and follows work through to completion.Poor management can allow small repairs to become expensive problems. Unanswered enquiries undermine confidence, while incomplete records make it harder for directors to understand spending or plan ahead.Appointing an agent does not remove the board’s responsibilities. It should give directors the information, coordination and professional support they need to discharge them.Before appointing a manager, ask who will handle your block, how often inspections will take place, how repairs are tracked and what reporting you will receive. Agree the scope of service, authority limits and additional charges in writing.Understand Your BudgetA useful budget should show what the building needs, what each service is expected to cost and how those figures compare with previous spending.Cleaning, communal electricity, insurance, maintenance and management fees should be identifiable. Your managing agent should explain estimates, significant increases and differences between budgeted and actual expenditure.Ask Questions About RepairsWhen substantial repairs are proposed, request a clear specification and comparable quotations.Check whether prices include access equipment, waste removal and VAT, and whether exclusions could create additional costs.The cheapest quotation is not automatically the best choice. Scope, suitability, safety and the contractor’s ability to complete the work matter. Record the board’s decision and its reasons.Plan Beyond The Next InvoiceRoofs, external decoration, drainage and communal equipment need attention over time.Where your lease permits a reserve fund, consider whether contributions reflect a realistic maintenance plan. Ask your agent to explain how future works, available funds and proposed contributions fit together.Have A Question About Your Block?At MyEstate Luton, we support RTM directors with residential block management across Bedfordshire.If you have questions about budgets, repairs, reserve planning or choosing a managing agent, email me.I offer a free initial response with practical management guidance. This is not legal advice. Where your question requires a solicitor, surveyor or another specialist, No fee for your initial question. Just straight answers.Richard Gedall MNAEA | AARLADirector | MyEstate Luton LimitedEmail: luton@my-estate.co.ukTelephone: 01582 380330Website: www.my-estate.co.ukReform status checked against LEASE’s guidance, updated 1 October 2026. www.lease-advice.org

How to Buy Your Freehold After Acquiring Right to ManageIf your building already has Right to Manage and you now want to purchase the freehold, start by establishing which leaseholders wish to participate, gathering the leases and freehold title, and obtaining specialist legal and valuation advice.Right to Manage, commonly called RTM, gives eligible leaseholders control over certain management functions. It does not transfer ownership of the freehold. However, having RTM does not prevent you from purchasing the freehold later.For many leaseholders, the question is whether ownership would provide enough additional benefits to justify the purchase price, professional fees and ongoing responsibilities.Your First Steps Towards Buying the Freehold1. Find Out Who Wants to ParticipateSpeak to the other flat owners and establish who wishes to explore a collective purchase.Membership of the RTM company does not automatically commit an owner to buying the freehold. Participation, funding and ownership arrangements need to be agreed separately.Your legal adviser should confirm the required participation level and whether the building and leaseholders qualify.2. Gather the Relevant DocumentsObtain the freehold title and copies of the individual leases. Your advisers will need information about lease lengths, ground rents, ownership and any intermediate interests.Organised building records, accounts and details of outstanding works will also help everyone understand the responsibilities they may be taking on.3. Appoint Specialist AdvisersAn enfranchisement solicitor can assess eligibility, recommend the legal route and handle notices and deadlines. A specialist valuer can estimate the freehold purchase price and explain the factors affecting it.Ask for a written breakdown of fees, VAT, exclusions and possible additional costs before giving instructions.4. Agree How You Will Fund the PurchaseThe participating owners should enter into a written participation agreement covering:Contributions towards the purchase price and professional costs.Payment stages and deadlines.Ownership shares and voting arrangements.How decisions will be made.What happens if someone withdraws or sells their flat.Do not assume that contributions must be equal. Different lease lengths, ground rents and interests being acquired may affect how the purchase price is allocated.5. Proceed Once the Route and Budget Are ClearFormal notices and applications should be handled by the appointed specialists.A realistic funding plan should include the purchase price, professional fees and a contingency for additional work. It should not depend on uncertain cost recovery or an assumed increase in property values.What Does Buying the Freehold Mean?Eligible leaseholders can collectively purchase their building’s freehold through a process known as collective enfranchisement.The freehold is often held by a company owned by the participating leaseholders. Each participant continues to own their leasehold flat and also holds an interest in the company owning the freehold.The existing RTM company should not automatically be assumed to be the appropriate purchaser. Your solicitor should advise on the ownership structure and how it will work alongside the building’s management arrangements.Collective ownership can provide greater control over future lease arrangements and reduce dependence on an external freeholder. It also brings responsibilities: the building still needs maintenance, insurance, accounts and effective management.What If the Freeholder Cannot Be Found?An absent freeholder can complicate the purchase, but it does not necessarily prevent it.There is a difference between a freeholder who ignores correspondence and one who genuinely cannot be located. Tracing enquiries, advertising and evidence of attempts to find them may be needed.Depending on the circumstances, a specialist adviser may recommend a court application allowing the acquisition to proceed. The appropriate route, valuation process and potential recovery of costs depend on the facts.Do not assume that an unanswered letter is sufficient evidence of a missing freeholder. Ask your solicitor what enquiries and documentation are required.What Costs Should Leaseholders Budget For?The budget may include:The freehold purchase price.Legal and specialist valuation fees.Tracing enquiries and advertising.Court or tribunal fees where necessary.Company formation, conveyancing and registration costs.Separately agreed administrative coordination fees.Any ground-rent arrears properly payable.A professional-fee quotation is not necessarily the total acquisition budget. Check whether it includes completion work, registration, hearings and additional enquiries.If an adviser suggests that some costs might be recovered or offset against the purchase price, obtain a clear explanation. Possible recovery is not a guaranteed refund or an upfront discount.The building’s reserve or sinking fund should not automatically be treated as money available to finance the purchase. Its permitted use must be checked.Must Every Owner Take Part?Not necessarily. Your adviser must establish whether the proposed group meets the relevant eligibility and participation requirements.Non-participating owners should not be assumed to pay towards the acquisition or receive an ownership share. Their existing lease rights and obligations remain relevant after the freehold changes hands.The participating owners need to understand what they are buying, how ownership will be recorded and how any future request to join will be handled.Will a Share of the Freehold Increase My Flat’s Value?It may improve marketability, particularly where it enables owners to resolve lease issues or establish clearer control. However, an increase in value is not guaranteed.Buyers and mortgage lenders also consider lease length, building condition, service charges, financial records and outstanding works.Buying a share of the freehold does not automatically extend your lease or remove ground rent. Any changes require appropriate legal documentation and agreement.Service charges also continue because the building still costs money to maintain and insure.How Could Leasehold Reform Affect the Decision?The Leasehold and Freehold Reform Act 2024 is being implemented in stages. Some changes are already in force, including removal of the two-year ownership requirement for qualifying individual lease-extension claims. Collective enfranchisement did not have that same ownership-period requirement.Other measures—including new valuation arrangements, abolition of marriage value and statutory extensions of an additional 990 years—should not be assumed to apply until the relevant provisions take effect.Separate proposals include a cap on existing residential ground rents. Proposed reforms and suggested implementation dates should not be treated as current rights.Before deciding whether to proceed or wait, ask your solicitor and valuer how the current rules and forthcoming changes could affect your building. Waiting does not guarantee a cheaper acquisition.Keep Essential Building Work MovingWhile owners consider purchasing the freehold, necessary repairs and compliance work still need attention.Electrical safety, fire precautions, insurance and maintenance should be addressed according to the building’s requirements. An acquisition proposal is not a reason to postpone urgent work.Clear accounts and organised records help owners assess the purchase and support the professionals handling it. For an RTM company, these are also part of maintaining effective management.Discuss the Proposal Before CommittingA meeting with interested leaseholders is a useful opportunity to discuss the estimated budget, participation, responsibilities and timing.Where possible, ask the appointed specialists to explain the legal route and valuation. Record the decisions and obtain written agreement before committing expenditure.This is a complex transaction. Errors in notices, deadlines or documentation can lead to additional costs or jeopardise an application. Professional advice and clear agreements are essential.How MyEstate Luton Can HelpAt MyEstate Luton, we support RTM directors and leaseholders with day-to-day block management, contractor coordination, financial reporting and communication.Where owners wish to investigate purchasing their freehold, we can help organise building information and coordinate communication with their appointed legal and valuation specialists. Any separate coordination service and fee would be agreed in advance.To discuss your building’s management needs, contact MyEstate Luton on 01582 380330 or email luton@my-estate.co.uk.Information checked on 9 October 2026. This article provides general information. Eligibility, legal procedures and costs require advice specific to your building.Further ReadingBuying a share of the freehold — Leasehold Advisory ServiceLeasehold reforms explained — Leasehold Advisory ServiceLeasehold and Freehold Reform Act 2024

From Five-Star Hotels to Estate Agency: The Story Behind MyEstate LutonBy Richard Gedall MNAEA | AARLA, Director of MyEstate Luton LimitedBefore becoming an estate agent, I worked in five-star hotels across the Middle East, Australia and the UK. Different countries brought different cultures and expectations, but the foundations of good hospitality remained consistent: welcome people properly, listen carefully, pay attention and follow through.Those experiences still influence how I run MyEstate Luton. They shape the standards I set for my staff, how we approach property management and the service I want landlords, tenants, buyers and sellers to receive.My career changed because of my disability. The lessons I learned in hospitality came with me.Why I Changed CareersFollowing serious injuries, hip replacements and ongoing mobility difficulties, standing for long periods became difficult. I had to reconsider my future in an industry where being on your feet was a significant part of the work.I wanted to continue working with people, building relationships and solving practical problems. Estate agency gave me that opportunity.Property involves people’s homes, finances and futures. It requires clear communication, patience and the ability to remain professional when circumstances become difficult.My physical circumstances prompted the change. Building MyEstate gave me an opportunity to carry my hospitality standards into a new profession while developing the property knowledge the work demands.Bringing the Front Desk into Estate AgencyI ask my staff to approach our reception as they would the front desk of a five-star hotel.Someone entering our office should be acknowledged promptly. Someone calling should feel listened to. Whether an enquiry concerns a sale, a viewing or a maintenance problem, that person deserves our attention.A good welcome sets the tone, but service continues afterwards. Accurate notes, organised appointments and clear handovers help us follow an enquiry through without making someone explain the same issue repeatedly.If we cannot answer immediately, we should explain what needs checking and what happens next. If we make a commitment, we should follow it through.These are the everyday habits I want embedded in MyEstate.The Property Matters as Much as the WelcomeIn a hotel, a warm welcome means little if the room disappoints. I apply that principle to the properties we let and manage.Before presenting a property to a prospective tenant, I want it to meet our standards for cleanliness, condition and presentation, alongside the applicable safety requirements. An attractive advert should reflect a home that has received proper attention.Tenants are making their home rather than visiting as hotel guests, but I bring the same care to their experience. I want them to feel comfortable, respected and confident that concerns will be taken seriously.When they next need an agent, I want them to remember how we treated them and choose to return.Caring for the Landlord’s InvestmentThat approach serves the landlord too. Their property is a valuable asset, and its condition matters throughout the tenancy.Our role includes monitoring the property, reporting concerns and coordinating maintenance within the instructions and authority we hold. Where work is needed, landlords should receive clear information so they can make informed decisions.Good management requires attention to both sides. Tenants need a comfortable, properly maintained home. Landlords need responsible oversight and an understanding of what is happening at their property.Handing over the keys begins an ongoing relationship that needs care, communication and organisation.Putting Our Standards into PracticeThis is why MyEstate has two property inspectors, carries out inspections six days a week and provides a 24-hour emergency call-out service.Both inspectors undertake training to develop their knowledge. Their most recent course covered Awaab’s Law, reinforcing the importance of recognising damp and mould concerns, understanding their potential impact and responding appropriately. I consider this essential knowledge for anyone inspecting homes.We also have our own damp specialist who provides reports, helping us investigate underlying causes and identify appropriate remedial work. Our aim is to resolve the source of a problem and reduce the likelihood of mould returning, rather than repeatedly treating visible symptoms.Tenants need a healthy, comfortable home, while landlords need clear findings and effective repairs that protect their property. Where remedial work is undertaken, follow-up helps us assess whether it has addressed the issue.Our inspections support ongoing oversight of property condition. Our emergency call-out service provides a route for urgent problems outside normal office hours.These services put my hospitality principles into practice: continued attention and responsibility for following concerns through after someone moves in.Those Letters Are Not Wi-Fi PasswordsThe letters after my name—MNAEA | AARLA—are not Wi-Fi passwords. They are professional membership designations that reflect my commitment to standards and development within the property industry.In hospitality, courses and training help people understand service, procedures and their responsibilities. Property demands that same willingness to learn, alongside knowledge of the rules and processes affecting homes and investments.Experience is valuable, but it needs to be supported by education. I continue developing my knowledge because clients rely on the advice we give.I also want staff to understand why we do things properly. Knowing the purpose behind a process helps people recognise when something needs checking, questioning or escalating.Honest Advice Comes Before an Easy AnswerGood service sometimes means having a difficult conversation.An asking price may need reconsidering. A maintenance issue may require investigation. A proposed arrangement may need clarification before we can proceed.My responsibility is to explain the situation honestly and help the client understand their options. Agreeing simply to secure an instruction can create disappointment later.A business needs to earn money, but earning a fee brings responsibility. Clients deserve informed advice, clear communication and appropriate care of their property.I expect that honesty within the team too. When information is uncertain, check it. When something goes wrong, acknowledge it and work towards a resolution.A Career Change with a Continuing PurposeLiving with a disability has reinforced the importance of patience and understanding. People’s needs are not always visible, and a thoughtful conversation can make a meaningful difference.Working in five-star hotels across the Middle East, Australia and the UK gave me principles that continue to guide me.At MyEstate Luton, my aim is to put those principles into everyday practice: welcome people, give honest advice, care for properties and follow through.Richard Gedall MNAEA | AARLADirector | MyEstate Luton Limited01582 380330luton@my-estate.co.ukwww.my-estate.co.uk

Right to Rent Changes from 1 October 2026: What Luton Landlords Need to KnowBy Richard Gedall MNAEA | AARLA, Director, MyEstate Luton LimitedPublished: 8 October 2026The updated Right to Rent codes of practice came into force on 1 October 2026. For landlords in Luton and across England, this is a reason to review how checks are completed, recorded and followed up. It is not a reason to panic or demand fresh documents from every existing tenant.The changes focus on digital verification, acceptable evidence, the timing of checks and fair treatment of applicants. The underlying responsibility remains familiar: where the scheme applies, landlords must establish that adult occupiers have the right to rent before allowing them to move in.At MyEstate Luton, our advice is practical. Understand which checking route applies, keep the evidence and make sure someone takes responsibility for any follow-up. A folder containing a passport photograph is not automatically a completed Right to Rent check.What is Right to Rent?Right to Rent is an immigration checking requirement for certain residential letting arrangements in England. It concerns whether an adult is entitled to occupy privately rented accommodation as their only or main home.It is separate from assessing affordability, employment, credit history or previous landlord references. An applicant may pass financial referencing but still need their Right to Rent verified. Equally, someone may have the right to rent without meeting a landlord’s reasonable affordability criteria.The scheme is not newly introduced by the October update. It has applied across England since February 2016, following an earlier regional rollout. The current code updates the process for establishing a statutory excuse: the prescribed protection against a civil penalty where checks have been completed correctly.Landlords should treat immigration checks as a distinct stage within tenant onboarding, with its own evidence and completion record.What changed on 1 October 2026?The revised code clarifies when checks must happen and expands the framework for digital verification. It also updates acceptable evidence to include specified documents issued digitally by an authoritative source.One significant change concerns digital verification service providers. Where a landlord chooses to use such a provider for the prescribed digital checking route, the provider must be registered with the Office for Digital Identities and Attributes and marked as authorised to provide Right to Rent checks.The updated framework also clarifies how facial recognition technology can support identity matching. It does not mean landlords can use any identity app and assume the legal requirements have been met.A separate updated code addresses unlawful discrimination. Landlords should read the two codes together: completing checks properly and treating applicants fairly are connected responsibilities.Does every tenant need another check?No. The arrival of a new code does not create a blanket requirement to repeat checks on all existing tenants.Checks properly completed before the change are assessed under the code in force when they were carried out. Where an occupier has an unlimited right to rent and the appropriate check established a continuous statutory excuse, routine repeat immigration checks are generally unnecessary.Required follow-up checks are different. If an existing occupier’s status requires another check, the October code applies when that check is required on or after 1 October 2026.For landlords, the sensible starting point is a records review. Establish what was checked, when it was checked and whether follow-up is due. Avoid sending a general request for new passports without first understanding each file.Who should be checked?Where the scheme applies, checks cover prospective adult occupiers aged 18 or over who will use the property as their only or main home. This includes British citizens and adults who will live there without being named on the tenancy agreement.For example, a tenancy signed by one person may still involve two adult occupiers. Recording only the named tenant can leave the landlord’s understanding of the household incomplete.Children are not subject to the initial adult checking requirement. The guidance contains specific rules for children who later become adults, which should be considered when follow-up checks arise.There are also excluded accommodation arrangements. Do not assume an exemption simply because an occupier is a student or a council has been involved. Establish whether the actual arrangement meets the relevant exemption and retain supporting evidence.The three main checking routesThe code provides three main routes: a manual document check, a Home Office online check or a permitted check through a registered Right to Rent digital verification provider.The appropriate route depends on the evidence and immigration status involved. These routes are not interchangeable in every situation.A manual check requires acceptable evidence from the prescribed lists, examination of the documents and confirmation that they relate to the applicant. The landlord must also retain the required copies and check date.A Home Office online check uses the official landlord-facing service. Digital provider checks must fall within the provider’s permitted scope. Choosing a convenient platform is only the beginning; the resulting check must satisfy the prescribed requirements.Share codes and eVisasPeople who hold only an eVisa must demonstrate their Right to Rent through the Home Office online service. The landlord uses the applicant’s Right to Rent share code and the information required by that service to obtain the result.Receiving a share code by email is not the completed check. Nor is viewing a screenshot of the applicant’s own immigration account an adequate substitute for using the official landlord checking service.The landlord must match the photograph in the result to the person presenting themselves and retain dated evidence of the check. Identity matching can be completed through the permitted methods, including an appropriate video call.Build this into the onboarding process so that an apparently straightforward digital application does not stop at collecting the code.Digital providers: what should landlords ask?If your agent or referencing company uses a digital provider, ask which organisation actually performs the Right to Rent verification and how its registration is confirmed.A useful practical question is: “Can you show me the evidence that this provider is registered for Right to Rent and explain what the final report covers?”Also ask who checks that the result belongs to the prospective occupier, who stores the report and who monitors any required follow-up. These are management questions, rather than reasons to duplicate every supplier task.Digital verification remains optional where another prescribed route is available. Landlords should provide applicants with a reasonable opportunity to use an appropriate permitted method instead of imposing a digital-only process on everyone.Can expired passports be used?The answer depends on the checking route and document involved. A statement that “all expired passports are unacceptable” is too broad; a statement that “any expired passport is fine” is equally unreliable.The manual document lists permit certain expired documents, including British and Irish passports. The digital provider route has its own requirements and includes specified passports or passport cards up to six months beyond expiry, subject to the prescribed verification conditions.Landlords should consult the current document lists instead of applying an informal rule based on experience with travel or employment checks.An ordinary photograph or scan also does not become an authoritatively issued digital document merely because it arrives as an email attachment. Evidence needs assessment under the applicable route.When should checks take place?Timing matters. Under the code, checks for people with an unlimited right to rent can take place before the residential agreement is entered into. Checks for people with a time-limited right must be undertaken and recorded no earlier than 28 calendar days before the tenancy starts, subject to the guidance’s limited exceptions.In practice, landlords should link the check to the intended start date. If that date changes substantially, review whether the existing check remains suitable rather than assuming the original onboarding timetable still works.Keep a clear distinction between receiving documents, carrying out the check and authorising occupation. A complete file should show the actual checking date, not merely the date somebody uploaded an attachment.Follow-up checks need a diarySome occupiers have a time-limited right to rent, making follow-up an ongoing responsibility. Establish the relevant eligibility period using the current guidance and record the next required action.Do not assume that every passport expiry date or every tenancy anniversary is automatically the correct follow-up date. The rules depend on the evidence and status involved.A practical system should identify the occupier, the previous checking route, the relevant deadline and the staff member responsible. Set an advance reminder so there is time to obtain information and address difficulties.If the tenant provides evidence of updated permission, assess it through the appropriate route. Keep the new result with the earlier records so the history is understandable to someone reviewing the file later.What if an applicant cannot obtain a share code?A technical problem or an outstanding immigration application does not automatically mean the person has no right to rent.The Home Office Landlord Checking Service is available in specified circumstances where status needs verification. These can include qualifying outstanding applications, reviews or appeals, or situations where the online service cannot confirm eligibility.A Positive Right to Rent Notice provides a statutory excuse for 12 months from the date specified in the notice. Read the notice carefully and record the resulting deadline.Staff should have a clear escalation process. Avoid guessing, rejecting an applicant simply because the digital process is difficult, or accepting an unsupported explanation as completed verification. Obtain the prescribed confirmation where the guidance requires it.Fair treatment is part of complianceApply a consistent checking process to prospective adult occupiers. Do not select people for extra checks because of their name, accent, appearance or assumed nationality.British citizens are included in the checking requirement where the scheme applies. Applicants with time-limited permission should not be treated less favourably simply because their status requires follow-up.Consistency does not require every applicant to provide identical documents. Different people can lawfully demonstrate eligibility through different prescribed routes.For landlords and agents, this means explaining requirements clearly, offering reasonable opportunities to provide acceptable evidence and keeping decisions objective. A blanket “British passport holders only” policy is not an appropriate substitute for learning how to check the range of eligible applicants.Keep records that demonstrate the workGood records should explain the check without relying on somebody’s memory. Keep the evidence required for the route used, the date and the identity verification record where applicable.The code requires relevant check records to be kept securely throughout the tenancy and for one year after it ends. Personal information should be protected, with access limited to people who need it.As a practical measure, use a consistent naming and filing system. If an agency changes staff, or a landlord changes agents, the checking history should remain understandable.Avoid collecting extra identity documents without a clear purpose. Strong administration means retaining the evidence needed to demonstrate compliance, rather than accumulating sensitive material that nobody has assessed.Who is responsible when an agent is involved?Using a letting agent does not, by itself, settle responsibility. The code explains that an agent accepting responsibility in writing for compliance can become liable for the relevant civil penalty instead of the landlord.Landlords should review their agency agreement and understand whether it covers initial checks, ongoing follow-up or both. A let-only instruction may involve a different continuing service from full management.At a handover, ask for the checking evidence and any outstanding deadlines. Confirm who takes responsibility from that point onwards.The practical objective is straightforward: there should be no gap where the landlord assumes the agent is monitoring the file while the agent assumes the landlord is doing it.A practical review for Luton landlordsStart with your actual portfolio. Identify upcoming tenancies, any required follow-up checks and files with missing or unclear evidence. Deal with those priorities before commissioning unnecessary repeat checks.Review your provider arrangements, update staff instructions and make sure check dates and results are recorded consistently. Where an exemption is relied upon, check that the file explains it.For shared houses and HMOs, keep an accurate record of adult occupiers rather than relying solely on the original tenancy paperwork. For ordinary family lets, confirm the intended household during onboarding.The October changes are best handled through organised management. MyEstate Luton can discuss your existing arrangements, your record-keeping concerns and the support you need with letting or property management.Contact MyEstate Luton Limited: 01582 380330 | luton@my-estate.co.uk | www.my-estate.co.ukThis article explains the position checked on 8 October 2026. Individual circumstances should be assessed against the current Home Office guidance.Official sourcesHome Office: Right to Rent codes of practice, updated 1 October 2026Home Office: Landlord’s guide to Right to Rent checks, 1 October 2026Government guidance on the updated digital verification supplementary codes

Who can you turn to if your property agent lets you down?Before instructing an estate agent, letting agent or block managing agent, ask:“Which approved redress scheme do you belong to?”Residential estate agents must belong to an approved redress scheme. In England, this requirement also covers letting agents and businesses carrying out qualifying residential property management work, including many block managing agents.The two approved schemes are Property Redress Scheme (PRS) and The Property Ombudsman (TPO). Either is acceptable. Not belonging to PRS does not mean an agent is breaking the rules—but belonging to neither, where membership is required, is a serious concern.Why does it matter?If your agent cannot resolve your complaint through its complaints procedure, a redress scheme provides access to independent consideration, subject to its rules.Whether you are selling your home, letting a property or paying for block management, you should know where to turn when something goes wrong.What if your agent has no membership?Letting agents and property managers in England who fail to join an approved scheme when required can face a financial penalty of up to £5,000.Ask for their membership details and check the scheme’s official register. Confirm that the business name matches the company you are instructing and that membership covers the service you need.A logo alone is not enough.Redress membership, Client Money Protection and tenancy deposit protection serve different purposes. One does not replace the others.The MyEstate approachAt MyEstate, we strive to deliver excellent service while meeting the responsibilities that come with handling your property. We take compliance, clear procedures and accountability seriously—helping to protect landlords, tenants, buyers, sellers and leaseholders.Before handing over your property or your money, check your agent’s credentials. Good service should come with accountability.

Landlords: a one-week holding deposit is not a referencing feeA prospective tenant fails a credit check. Can you keep their holding deposit to cover the cost of referencing? No—not simply because they failed.The correct term is holding deposit, not “holding fee”. For lettings covered by the Tenant Fees Act in England, it is capped at one week’s rent for the property, not per applicant. It reserves the property while the application progresses and is normally refundable.You cannot use it to cover credit checksA holding deposit is not a fund for credit checks, referencing or administration.If an applicant provides accurate information but fails your affordability or credit criteria, that alone does not entitle you to retain their deposit. Calling it an “application charge” or “processing fee” does not change the rules.Failed referencing and misleading information are differentAn applicant may honestly disclose their income and adverse credit history and still fail referencing. That does not automatically justify keeping their money.However, if they provide materially false or misleading information—for example, denying a County Court Judgment when directly asked—and this reasonably affects their suitability, retention may be lawful.The ground for retention is the relevant misleading information, not the cost of the check. Minor mistakes that do not affect suitability are insufficient.When can you retain a holding deposit?Subject to the statutory conditions, grounds can include:The applicant withdrawing from the proposed tenancy.Relevant false or misleading information.The applicant failing to take all reasonable steps to enter the tenancy by the deadline, despite the landlord or agent doing so.Failure to meet the Right to Rent requirement.Retention is not automatic merely because a tenancy does not proceed. The circumstances and supporting evidence matter.Make your rental application form clearBefore taking payment, clearly explain that it is a refundable holding deposit to reserve the property while the application progresses.Your application form should state:The amount being paid and its purpose.The deadline for entering into the tenancy agreement.When the deposit will be refunded.The lawful circumstances in which it may be retained.That it can be credited towards rent or the tenancy deposit with the applicant’s consent if the tenancy proceeds.Avoid wording such as “non-refundable referencing fee” or “deposit forfeited if credit checks fail”.An applicant signing your form does not make an unlawful charge or deduction legal. Your terms must reflect the law.Watch the deadlinesThe usual deadline for agreement is 15 days after receiving the holding deposit, unless a different period is agreed in writing.Where repayment is required, the applicable seven-day deadline must be met. If you retain the deposit, you must give written reasons within the relevant seven-day period. Missing that notice deadline can require a refund even where you otherwise had grounds to retain it.A small deduction can become a bigger complaintAn unlawful deduction can lead to a repayment claim and council enforcement. Where a letting agent is involved, the applicant may also complain to the agent’s redress scheme, including Property Redress (PRS) or The Property Ombudsman.MyEstate’s advice to landlords: ask clear questions, explain the payment properly, keep evidence and check the legal grounds before retaining any holding deposit.Paying for a credit check does not entitle you to recover that expense from the applicant’s holding deposit.MyEstate Luton LimitedSales • Lettings • Property Management • Block Management • Land & Developmentwww.my-estate.co.uk

A Significant Step Forward for Standards in Our Industry: Why MyEstate Welcomes Regulation of Property AgentsThe UK property industry could be approaching one of the most significant changes to professional standards in many years.The Government has announced plans to introduce independent regulation of property agents, including mandatory licensing and appropriate qualifications for those operating within the sector.At MyEstate Luton Limited, we strongly welcome the principle behind these proposals.For years, reputable agents have invested considerable time and money in professional qualifications, training, compliance, client money protection and maintaining appropriate professional standards. Yet they can find themselves competing against businesses and individuals operating without comparable qualifications, knowledge or accountability.Propertymark says the Government's proposals would require property agents to hold a licence and appropriate qualifications. An independent regulator would also be able to establish codes of practice governing areas including professional conduct and complaints handling, with the ability to revoke licences where required standards are breached. Gmail - UK Government announces…We believe that direction deserves support.The public should be able to expect a qualified professionalThink about what an estate or letting agent is entrusted with.We are involved in transactions potentially worth hundreds of thousands or even millions of pounds. Letting and managing agents handle rent, deposits, maintenance, compliance and sensitive information.Property managers and block managers can be responsible for service charges, contractors, building safety, fire-safety requirements, major works and the day-to-day management of people's homes.These aren't trivial responsibilities.Yet there remains a perception among some consumers that becoming an estate or letting agent requires little more than opening an office, building a website and putting properties online.That is precisely why professional regulation matters.Consumers should be able to expect that the person advising them understands the legal and regulatory environment in which they are operating.And where someone is responsible for managing people's homes and money, there should be meaningful accountability when professional standards aren't met.Raising the barrier to entryMyEstate believes there should be an appropriate barrier to entry into the property profession.That isn't about creating an exclusive club or preventing new businesses from competing.Quite the opposite.New agents with the right attitude, training and professional standards should be encouraged into the industry.What we should be challenging are rogue, poorly trained and unprofessional operators whose conduct can damage consumers and undermine confidence in the wider profession.Every industry has excellent businesses and poor ones. Estate agency is no different.The problem is that consumers do not always have an easy way of distinguishing between them.A polished website, expensive car or impressive social-media presence doesn't tell a landlord, seller or leaseholder whether an agent understands their professional responsibilities.Mandatory licensing and appropriate qualifications could help change that.If implemented effectively, consumers would have clearer evidence that the individual or company they are dealing with has met defined professional requirements.Qualifications need to mean somethingAt MyEstate, we have deliberately invested in professional development.My own professional designations include MNAEA and AARLA, and we continue investing in training and compliance across the business.We don't regard qualifications as letters to place after someone's name simply for marketing purposes.They demonstrate that an individual has taken the time to study their profession and demonstrate knowledge against recognised standards.They also don't replace experience.A qualification cannot teach somebody everything they will encounter during years of selling, letting and managing property.The strongest professionals combine formal knowledge, practical experience, continuing professional development and professional accountability.That is why one of the most important details still to emerge from the Government's proposals is exactly what will constitute an "appropriate qualification".Property Mark notes that important questions remain unanswered, including which qualifications will be required, how existing qualifications and experience will be recognised and how the framework will interact with existing regulatory arrangements. Gmail - UK Government announces…Those details matter enormously.Regulation must recognise agents who have already invested in standardsThere are already professional agents who have spent years investing in qualifications, memberships, systems, training and compliance.Any new regulatory framework should recognise that.It would make little sense to create unnecessary duplication whereby established, appropriately qualified professionals are required to repeat training simply to satisfy a new administrative structure.Property mark itself has said that the way regulation is delivered matters and argues that a new framework should draw upon the expertise of established professional bodies while avoiding unnecessary duplication. Gmail - UK Government announces…We agree.Regulation should raise standards rather than simply increase bureaucracy.Those are not necessarily the same thing.A badly designed regulatory system can create enormous amounts of paperwork without materially improving consumer protection.A properly designed system should make professional expectations clear, establish meaningful minimum standards and provide effective enforcement against those who fail to meet them.Could regulation change the public perception of estate agents?This is perhaps one of the biggest opportunities presented by these proposals.Estate agents haven't always enjoyed the best public reputation.That perception has been reinforced over many years by stories about poor communication, aggressive sales practices, unexplained fees and disappointing service.Some criticism is justified. Some isn't.But every professional agent ultimately pays a price when poor behaviour elsewhere in the industry damages public confidence in the profession as a whole.One bad experience can shape someone's view of every estate agent they subsequently encounter.Mandatory qualifications and licensing won't magically eliminate poor service.A qualification doesn't automatically make someone honest, conscientious or good at their job.However, regulation could establish something the industry has historically lacked: a clearer minimum professional threshold.Consumers could reasonably expect that someone describing themselves as a professional property agent has met defined requirements and remains accountable to a regulatory framework.Over time, that could help change the relationship between consumers and agents.Good agents shouldn't fear higher standardsThere will inevitably be discussion within the industry about additional regulation.That is healthy.Agents should scrutinise the details carefully, particularly the potential costs, qualification requirements, transition arrangements and administrative burden.But the principle of requiring people undertaking significant professional responsibilities to demonstrate competence shouldn't frighten a professional business.If anything, responsible agents should want the minimum standard raised.When one business spends money training its staff, maintaining compliance and operating professionally while another avoids those costs and responsibilities, the latter can sometimes appear cheaper.But cheap and professional aren't necessarily the same thing.That can create an unfair commercial environment where businesses investing in standards effectively compete against operators who haven't made the same investment.Better regulation could help address that imbalance.Block management makes the argument particularly clearThe case for professional standards becomes even stronger when we consider residential block management.A managing agent may be involved with substantial service-charge funds, contractors, insurance, fire safety, planned maintenance, major works and potentially complex leasehold obligations.The consequences of poor management can be serious.Residents understandably expect the people responsible for these matters to know what they're doing.The Government's wider announcement also includes proposals concerning leaseholders and homeowners on privately managed estates, including powers that could allow certain permission and administration fees to be capped. A public consultation is expected on which fees should be capped and at what level. Gmail - UK Government announces…That will require careful consideration.Fees should be transparent, proportionate and properly explained. At the same time, legitimate professional work has a cost, and any future fee regime needs to distinguish between unreasonable charges and genuine work carried out on behalf of clients or leaseholders.Enforcement will be the real testLicensing only works if licensing standards are enforced.If responsible businesses comply while rogue operators simply continue outside the system, regulation will have failed.The Government's proposal for an independent regulator with the ability to establish professional codes and potentially revoke licences is therefore significant. Gmail - UK Government announces…The ultimate test will be whether the regulator has sufficient authority and resources to take meaningful action.Consumers need somewhere effective to turn when things go seriously wrong.Equally, professional agents need confidence that businesses repeatedly ignoring the rules will face consequences.Otherwise, licensing risks becoming another certificate responsible businesses pay for while irresponsible operators continue regardless.Nothing changes overnightIt is important not to overstate today's announcement.These proposals do not introduce immediate new obligations for property agents.The Government has said legislation will be brought forward, but there is currently no announced implementation timetable. Gmail - UK Government announces…There are therefore substantial details still to be decided.For agents, the sensible response isn't panic.It is preparation.Review your qualifications. Review your compliance systems. Invest in staff training. Maintain proper records. Make sure your clients understand the professional standards under which you operate.Those things should already be happening within a properly managed agency.My Estate's position is clearAt My Estate Luton Limited, we welcome measures that genuinely raise professional standards and improve consumer confidence.We believe people working within estate agency, lettings and property management should have appropriate knowledge for the responsibilities they undertake.We support meaningful professional qualifications.We support accountability.We support proportionate regulation that protects consumers while recognising reputable agents that have already invested in professional standards.And we support effective enforcement against rogue and persistently unprofessional operators who damage consumers and the reputation of the wider industry.For My Estate, professional qualifications and compliance aren't something to start thinking about because Government regulation may be coming.They are standards we have already chosen to invest in.If these proposals are implemented properly, they could help create a more professional and accountable property sector while making it harder for poorly trained operators to undermine businesses that take their responsibilities seriously.Perhaps most importantly, they could contribute towards changing the negative perception that has followed estate agents for far too long.The public should be able to look at a professional property agent and see somebody who is trained, accountable and appropriately qualified for the responsibility they have been given.If regulation helps achieve that, we believe it will be a significant step forward for our industry.Richard Gedall MNAEA | AARLADirectorMyEstate Luton LimitedWhat are your thoughts? Are mandatory licensing and qualifications for property agents long overdue?

What’s Changing at Luton Council? Three Updates for Landlords and ResidentsThere has been a significant change at Luton Council this month. Councillor Amjid Ali was elected the council’s new leader on 14 September 2026, and a new Executive team was confirmed on 24 September.For landlords and property professionals, one appointment is particularly relevant: Councillor Rob Roche is responsible for Housing, Temporary Accommodation and Building Control. We will be watching how the new team approaches housing standards, licensing and the pressures facing residents and landlords.Selective and additional licensing: applications remain unavailableLuton Council says its online system for selective and additional property licensing is currently unavailable, so it cannot accept applications under those schemes at present.The council has said it will announce when applications can be submitted again and give landlords a reasonable opportunity to apply before taking enforcement action for failing to hold a selective or additional licence.That does not remove other duties. Landlords must continue to maintain their properties and meet the standards that apply to them. Mandatory HMO licensing and enforcement remain unaffected.If you own a rental property in Luton, now is a sensible time to check which licensing scheme may apply, gather your documents and keep an eye on the council’s announcements. Don’t assume that a closed application portal means your property will never need a licence.Food waste collections are coming to flatsThe council is also extending food waste recycling to around 23,000 flats, with the rollout taking place in stages through March 2027.For blocks of flats, the practical questions will be where caddies and communal bins go, how residents are told to use them, and who deals with contamination or overflowing waste. We will review the arrangements for the blocks we manage as the council confirms each rollout stage.What happens next?A new council leadership team creates an opportunity to address long-standing housing and neighbourhood issues. What matters now is clear communication and decisions that work in practice for residents, leaseholders and responsible landlords.At MyEstate Luton, we will continue to monitor council updates and help our clients understand what action they need to take.Richard Gedall MNAEA | AARLADirector, MyEstate Luton LimitedRead Luton Council’s licensing update · Read about the food waste rollout