Colchester Borough Homes: putting residents at the heart of retrofit delivery

Colchester Borough Homes (Colchester) recognised early on that successful retrofit delivery depends on more than just technical measures, it depends on trust. To meet this challenge, the organisation brought retrofit advisor roles in-house, embedding them directly within the team to lead on resident engagement.

This decision has transformed the retrofit experience for residents. Advisors have become familiar, trusted faces, building relationships, simplifying complex information and ensuring that residents feel supported throughout the process.

Martin Norgett, strategic client for asset management at Colchester Borough Council, said: “Our focus is on energy efficiency and benefits to our tenants in the form of reducing their utility bills. 

“We are on target to reach EPC-C by 2030 and have a commitment in our proposed asset management strategy, that all improvements to our homes will work to the principle of ‘energy related investment.”

Delivering retrofit works in social housing is rarely straightforward. For Colchester, the challenge wasn’t just technical, it was human.

Many residents were unfamiliar with retrofit terminology and sceptical about the benefits. Some expected visible upgrades like new windows or solar panels and were disappointed when measures like ventilation or insulation were prioritised instead. Others were hesitant to engage at all, particularly older tenants or those with complex needs.

Access to properties was another hurdle. Missed appointments, unanswered calls and survey fatigue slowed progress. 

In some cases, residents who initially agreed to participate later withdrew, overwhelmed by the number of visits or unclear about next steps.

The collapse of Colchester's chosen contractor added further disruption. Snagging issues, incomplete documentation and confusion around responsibilities created further uncertainty for residents and pressure on the delivery team.

Externally managed resident liaison roles also proved problematic. Mixed messages and lack of follow-through eroded trust, with some residents unsure who to contact or what to expect.

Colchester Borough Homes asset manager Matthew Swingwood said: "I firmly believe that we had more success/less direct issues where all resident communication was managed by Colchester Borough Homes, so would certainly lean towards that in the future/away from the contractor using an resident liaison officer."

From the outset of the Social Housing Decarbonisation Fund Wave 2.1 programme, Colchester made a strategic decision to bring retrofit advisor roles in-house. Originally planning to recruit one advisor, the team quickly recognised the scale and complexity of the work and doubled the number to two before delivery began.

This early investment laid the foundation for a resident-first approach. The advisors were embedded within the organisation from day one, ensuring consistent communication, personalised support and a joined-up experience for residents.

Their role was designed to be more than technical. It was relational and collaborative. The advisors:

• initiated contact and built rapport with residents
• translated technical language into everyday terms
• managed appointments, surveys and follow-ups
• identified and resolved issues beyond retrofit, such as damp, mould and maintenance concerns
• worked closely with customer liaison officers to support residents with complex needs, including mental health or safeguarding concerns
• collaborated with internal departments and external partners to ensure proactive outreach to households vulnerable to fuel poverty and poor health outcomes
• maintained detailed records to ensure continuity across teams

This model gave Colchester full control over messaging and delivery, allowing for a more joined-up and resident-focused experience from the very beginning.

Launching the retrofit advisor model at the start of the project gave them a strong foundation for resident-led delivery. By recruiting two advisors instead of one, the organisation ensured that every resident had access to consistent, personalised support from day one.

The impact has been clear:

• Trust and familiarity – residents know their advisors by name, save their contact details and feel confident asking questions. This familiarity has helped overcome initial scepticism and build long-term engagement
• improved access – advisors use a structured contact strategy, calls, texts, letters and door cards, to ensure no one is left behind. Persistent follow-up has helped engage even the most reluctant households
• Proactive support – advisors also identified, and address other uncover hidden issues during visits, such as damp, mould or maintenance needs, these are addressed quickly, improving resident wellbeing and housing quality
• Safeguarding and inclusion – advisors work closely with customer liaison officers to support residents with complex needs, including mental health, safeguarding and accessibility challenges
• Resilience and continuity – when the project faced contractor challenges the in-house team helped maintain delivery momentum and reassured residents, avoiding confusion
• Positive feedback – residents have praised the approach and Colchester Borough Homes can confidently showcase its success as a model of best practice

Matt added: “We know that many of our residents are very well informed and want to be assured that they are living in homes that are fit for purpose, are affordable and are not left in a condition that may ultimately become detrimental to their health and wellbeing.”

• Start with people: embedding resident engagement from the beginning creates a foundation of trust and transparency
• Invest early: recruiting two advisors instead of one ensured capacity to support residents consistently and responsively
• Keep communication clear: translating technical language into everyday terms helps residents feel informed and empowered
• Work collaboratively: partnering with client liaison officers and external agencies ensures residents receive holistic support, especially those with additional needs
• Be flexible: advisors can adapt to changing circumstances, remodel measures and respond to resident concerns in real time
• Own the relationship: in-house delivery gives organisations control over messaging, accountability and continuity, especially when external contractors face challenges
• Think beyond retrofit: resident engagement is not just about installations, it’s about wellbeing, inclusion and long-term trust