Multiple landlords delivering programmes together at scale
Fusion is a collaborative delivery model that is used where landlords are delivering similar programmes through a single contractor, consultant or delivery partner, or where a wider group of landlords and suppliers are working together to improve how a programme is planned, procured or delivered.
Fusion is particularly suited to retrofit, decarbonisation, investment, compliance and other major programmes where landlords are facing common delivery pressures and can benefit from shared insight, better market engagement and a more co-ordinated approach.
Example in practice: An example of the Fusion model is the Wave 3 Collaborative Innovators, a group brought together in response to the Warm Homes: Social Housing Fund Wave 3.
The group recognised that landlords and contractors were facing many of the same challenges around retrofit delivery, customer engagement, data, programming, specification, skills and social value. Rather than each organisation working through those challenges in isolation, the group created a practical structure for sharing learning, aligning thinking and identifying opportunities to improve delivery.
The collaboration was built around four focused working groups:
1. Delivery specification
This working group focused on the technical and commercial specification of retrofit works.
The aim was to identify where partners could improve consistency, reduce unnecessary variation and explore opportunities for cost savings, resource optimisation and better deliverability. By reviewing specifications collectively, the group was able to test whether common approaches could support better outcomes without compromising each landlord’s individual requirements.
2. Customer journey
This working group focused on making sure the customer voice remained central to the retrofit journey.
The aim was to improve how residents are engaged, supported and communicated with before, during and after works. This included looking at customer messaging, resident expectations, access, disruption, vulnerability considerations and the overall experience of having retrofit works carried out in the home.
The customer journey workstream has since been extended through the North East Housing Partnership, bringing in additional landlords to add further value and wider sector learning.
3.Data and programming
This working group focused on how better use of data could improve programme planning and delivery.
The aim was to develop a more holistic view of homes, helping landlords understand property archetypes, investment needs, delivery sequencing and opportunities to create efficiencies. This workstream helped partners consider how data could support better decision-making, improved programming and more effective use of contractor capacity.
4.Social value and skills
This working group focused on how the programme could create wider benefits for residents, communities and the regional economy.
The aim was to develop a customer-focused approach to skills, employment, training and social value. This included looking at how landlords and contractors could support local opportunities, build capacity in the supply chain and ensure the wider value of investment was captured alongside the physical works being delivered.