Navigating the Warm Homes Plan

What the Sector Is Really Saying

Earlier this month, cohosts CCS and Greenworkx (a training, certification and upskilling provider) brought together leaders from across the social housing sector for a roundtable discussion focused on one question many organisations are currently grappling with: how do we actually deliver the Warm Homes Plan at scale?

The session brought together housing providers responsible for portfolios ranging from 5,000 homes to more than 80,000, alongside procurement specialists, retrofit practitioners, delivery experts and training providers. While their organisations vary in size and structure, the challenges they face are remarkably similar.

Rather than a traditional conference format, the event was designed as an open discussion between peers. Those responsible for delivering retrofit programmes were able to step away from day-to-day operational pressures and speak candidly about what is working, what is proving difficult and what needs to change if the sector is to move at the pace required.

Across the conversation, three themes repeatedly emerged: scaling delivery, building the workforce and rethinking procurement.

Scaling delivery without losing quality

Retrofit programmes are already growing quickly, but the scale required under the Warm Homes Plan will push organisations far beyond anything most have previously delivered.

That raised an immediate question among attendees: if programme delivery doubled tomorrow, would existing systems actually cope?

Many organisations acknowledged that while pilot programmes and early phases have worked well, scaling them introduces new layers of complexity. Programme management becomes more demanding, supply chains need to expand, and maintaining consistent quality across large volumes of homes becomes significantly harder.

A particularly strong point of agreement was the role of residents in enabling successful delivery. Several landlords shared that programmes run far more smoothly when residents are brought into the conversation earlier, helping shape the retrofit offer rather than being presented with a final proposal. Early engagement builds understanding and trust, which in turn reduces refusal rates and complaints once work begins.

There was also recognition that the conversation around retrofit still tends to focus heavily on winter heating performance. While improving energy efficiency and reducing fuel bills remains central, landlords are increasingly conscious of the growing risk of overheating during hotter summers. Ensuring homes remain comfortable throughout the year is becoming part of the retrofit challenge.

Perhaps one of the most practical insights to emerge from the discussion was around access. Several participants noted that what is often described as an “access issue” is frequently a communication issue. When residents clearly understand why work is happening and what the process involves, they are far more likely to engage.

For many organisations this has reinforced the importance of strong Resident Liaison teams and clear, consistent communication throughout the programme lifecycle.

Building the workforce the sector needs

Alongside scaling delivery sits an equally pressing challenge: having the right workforce in place to deliver it.

The sector has invested heavily in training and qualifications in recent years, but many attendees felt the conversation needs to move further towards demonstrating real competence in occupied homes.

Working in social housing environments requires more than technical installation skills. Operatives must navigate occupied properties, engage with residents and work within existing building constraints that are often very different from new build environments. These realities mean practical skills and behaviours are just as important as formal qualifications.

The workforce pipeline was another concern.

While apprenticeships and new training programmes are expanding, the pace at which skills are being developed does not yet match the scale of the retrofit ambitions being discussed nationally. Funding cycles can also create uncertainty, making it harder for contractors to invest confidently in long term workforce development.

Attendees also highlighted the importance of developing clearer pathways into retrofit careers, helping people enter the sector while continuing to build skills as programmes evolve.

There was also recognition that knowledge sharing will play a crucial role in accelerating delivery. Many housing providers have already developed valuable lessons from early retrofit programmes. Creating opportunities to share that knowledge across the sector will help organisations avoid repeating challenges that others have already solved.

Warm Homes Roundtable Event March 2026-7

Procurement that enables delivery

If there was one topic that generated particularly open discussion, it was procurement.

Most organisations acknowledged that traditional procurement processes were designed for governance and compliance rather than for delivering complex programmes at pace. Running large open tenders requires significant time and internal resources, often stretching teams that are already managing demanding retrofit programmes.

Several participants suggested that procurement functions across the sector may need to evolve. Rather than acting solely as guardians of process, procurement teams increasingly need to become partners in delivery, helping shape strategies that allow programmes to move forward efficiently while maintaining appropriate oversight.

Another theme that emerged was the definition of value for money.

While price will always remain a factor, attendees agreed that the concept needs to be broader. The real cost of procurement also includes the internal resources required to run tenders, the potential delays created by complex processes and the longer term outcomes for residents and housing stock.

Many landlords are already exploring different approaches to address this. Framework agreements and longer term partnerships are becoming more common as organisations seek to balance governance requirements with the need for delivery stability.

There was also interest in engaging the market earlier in the process. Speaking with suppliers before formal procurement begins can help shape more realistic tender requirements and avoid unnecessarily complex evaluation frameworks.

A conversation worth continuing

Perhaps the most encouraging outcome of the session was the level of engagement from those in the room.

Despite the scale of the challenge ahead, the atmosphere throughout the discussion was constructive and collaborative. With organisations represented from across the housing sector, from smaller landlords managing a few thousand homes to some of the country’s largest providers, the session created a valuable opportunity to compare experiences and share ideas.

What became clear during the day is that the sector does not lack expertise or commitment. What it needs are more opportunities for those delivering retrofit programmes to learn from one another and collaborate on practical solutions.

The roundtable was never intended to be a one off discussion.

CCS and Greenworkx are already developing follow up sessions and future events designed specifically for Registered Social Landlords responsible for delivering retrofit programmes.

If anything, the message from the room was clear. The conversation around delivering the Warm Homes Plan cannot stop here.

And judging by the enthusiasm from those who attended, it certainly will not.