What we’re learning about scaling retrofit across a region

Over the past few months, we’ve been working with a group of housing associations to explore what it might take to scale retrofit across a region. This began with a slide deck and lots of tea, and ended with a mountain of spreadsheets, plus the real sense that something important might really be happening.

The organisations involved varied in size, location, and retrofit experience, but what emerged was strikingly consistent, across the barriers they faced, and the possibilities that came into view when we looked at things together. So, in the spirit of sharing, here are three things we’ve learned.

1. More is possible (and viable) working together

One of the more satisfying parts of this work was watching things that looked completely unworkable on their own start to look genuinely viable when considered in context with others.

We looked at where the stock is, what kind it is, how it’s heated, and how much retrofit work was needed, then layered in potential income and funding routes. The modelling was high-level and directional, but it gave the group a sense of how retrofit might be paid for. Just as importantly, it highlighted where it made sense to act collaboratively, and where going it alone might not be sensible.

2. Collaboration needs structure (and a sense of humour)

Everyone’s in favour of collaboration. In principle. 

In practice, it’s full of good intentions, but sometimes it can feel like pushing water up hill. Collaboration is, ultimately, a series of relationships between people, each juggling about fifty other priorities.

To make this work, Pineapple had to keep showing up, and keep our expectations realistic.

We’ve learned:

• Relationships need to be refreshed regularly, and 

• Individual conversations, rather than group calls, interestingly, have more energy and allow more freedom for the housing associations involved.

Progress has felt, at times, slow - but that’s what it takes to take a group of different organisations through a large-scale innovation programme.  

3. There’s no “I” in team - but there is in “internal approval” 

Even when collaboration makes perfect sense, each organisation still has to make its own call. Boards need to know: does this work for our customers, and does it work for our bottom line?

Each participant got a tailored view - what retrofit might cost them, where income might flow back, and which delivery models might reduce their exposure. It wasn’t a one-size-fits-all answer; we have evolved tailored recommendations, and a suggested group approach - which ultimately only became clear because of the process we worked through together.

This then must be reviewed by each individual organisation to check buy-in and strategic fit.

That takes time, and patience from the group. 

Where next?

We’re now working with the group to explore appetite for the business cases that emerged, and the start of something more structured.

If you're wrestling with similar questions, or simply curious about how income might support retrofit at scale, do get in touch. We’re always happy to talk to people who are thinking seriously about how to make this work.