Beyond the building: governance challenges in social housing retrofit

Figures & Tables

Staff composites from the case study housing association (HA).

NAME	DESCRIPTOR
‘Gem’	Most involved in client-facing work, generally most in contact with tenants Three people (one for the contractor, two for the HA)
‘Nina’	More senior than Gem, still with some interaction with tenants, but more involved in planning and strategy for the HA Three people (all for the HA)
‘Dave’	Most senior colleague. Least involvement with tenants, most abstract strategy and planning role Four people (all for the HA)

Expert interviewees’ pseudonyms and roles.

ROLE	SCALE	PSEUDONYM
Civil servant	National	Owen, James
	Regional	Tim, Gary, Pete, Will
	City	Francis, Cath, Rosie
Activist	National and local	Robert, Max
Housing provider	City	Jack
Private company delivering retrofit technologies	National	Harry, Jim, Etienne
Private company delivering retrofit technologies	International	Ash
City climate change agency	City	Pauline
Non-governmental organisation (NGO)	City	Duncan
	National	Honor
	Internation	Jane
Tenant union	Regional	Barry

Overview of the themes and sub-themes

ISSUES IN RETROFITTING SOCIAL HOMES—HOUSING ASSOCIATION PERSPECTIVE	FRAGMENTED SOCIAL HOUSING PROVISION	INSUFFICIENT GOVERNMENT SUPPORT FOR RETROFITS
Challenging experiences undertaking retrofits	Disunified decision-making on retrofit trajectories	Obstacles in retrofit uptake on a broad scale
Housing provider’s organisational characteristics impact on retrofit	Funding and management problems from privatisation	Governance structures challenging for retrofits
Impacts of housing staff characteristics	Pressures on social housing	Scale challenges for retrofit uptake
Regeneration versus gentrification tensions		Workforce- and skills-scale issues