Cookies Policy

We use cookies on this website to enable you to get the best experience. If you continue without changing your settings, we'll assume that you are happy to receive cookies. To find out more about what we use cookies for, or to find out how to change your settings, please read our Cookie Policy.

Your vision

What you want to achieve by being a landlord will influence your approach – the quality of space and range of services you offer, how much you charge and the flexibility of your lease arrangements. This area of the website aims to help you clarify why you want to be a landlord and what you hope to achieve.

  • why do you want to be landlord? 
  • motivation for becoming a landlord

Why do you want to be a landlord?

As an organisation you need to ask why you want to be landlord:
  • are you an infrastructure organisation responding to the lack of affordable office space for the organisations you support? 
  • do you want to provide start-up organisations you work with hot desking space to enable them to move away from the kitchen table? 
  • have you got some spare space in your offices that could be earning income? 
  • do you want to take on more space than you need now to allow for future expansion?

 

Motivation for becoming a landlord

There are two key motivations for being a landlord in the voluntary sector – to provide support to local organisations, and to generate income. In general, the more support you provide to tenants in terms of subsidised rents or additional services, the less income you will generate from being a landlord.

At the commercial end of the spectrum you might provide accommodation to established charities, or businesses, at market rents. At the other end, a package of heavily subsidised rents alongside organisational development support for start-up organisations might require grant funding.

Where you sit on this spectrum will shape your approach as a landlord – so time spent exploring these issues and getting clear on your position from the start will pay dividends.

 

 

Maximum services and support

Maximum income

Low rents

Commercial rents

'Easy in, easy out' terms

Less flexible lease terms

Additional support eg. organisational development

No additional support

Tenants requiring more ‘hand holding’

Self-sufficient tenants

Flexible access to space

Fixed arrangements for use of space

More intensive involvement with tenants

‘Hands off’ relationship with tenants

 

In essence, you need to consider firstly how much management time are you prepared to give over to letting – the more services you offer the more management time needed and secondly how much risk and cost are you willing to bear versus profit?