Planned Works framework

The timeline from initial contact to contract award depends on the route you choose. For a direct award, once you have registered with Inprova and agreed the call-off terms, you can move quickly to appointing the highest-ranked supplier for your region and value band. Inprova provides template call-off documentation, and the team can support you with scope development and specification so you are not starting from scratch. For a mini-competition, the timeline is slightly longer because you are running a competition between framework suppliers for your specific requirements, but Inprova manages the process with you and the framework infrastructure means you are not running a full procurement from scratch. The most important step is making contact early. Many organisations wait until they have a fully developed specification before approaching the framework, but Inprova’s category expertise is most valuable earlier in the process, helping you design the right scope, select the right lot, and structure the procurement to get the best outcome within your programme timeline. If you are working to a specific start date on site, share that timeline with Inprova at the first conversation so the procurement route and timeline can be designed around it.

Yes. The framework’s regional structure is specifically designed for this, though coverage varies by lot, so it’s worth checking the specific regions available for each category you’re procuring. Lots are organised across up to 12 regions spanning England, Scotland, Wales, and Northern Ireland, with suppliers ranked separately for each region where that lot has regional coverage. For organisations running programmes across multiple regions, you can access the highest-ranked supplier in each area rather than being constrained to a single national contractor whose performance in different regions may vary significantly. For larger programmes in the property works lots (Lots 16, 17, and 18) there are also national supplier rankings alongside the regional ones, giving you the option of a single national contractor for consistency across all areas if that suits your programme management approach. Where you want different contractors in different regions to encourage local SME participation and regional supply chain development, the regional ranking structure supports that approach. Inprova can help you design a call-off strategy that reflects your programme geography and balances national consistency with regional delivery quality. For organisations managing programmes across multiple UK nations simultaneously, Inprova’s team can confirm which lots have coverage in each nation before you commit to a call-off strategy.

This is one of the most important decisions in using the framework, and the right answer depends on the nature of your programme and your programme management capability. The specialist lots, kitchens, windows, roofing, electrical, and so on, give you access to contractors who focus on a specific discipline. They are the right choice when your programme is genuinely mono-disciplinary, when you have the internal resource to coordinate multiple contractors on site, or when a particular work type requires specialist expertise that a generalist contractor may not carry as effectively. The property works lots (Lots 16, 17, and 18) are designed for organisations that want a single contractor to coordinate and deliver a multi-discipline programme under one contract. They reduce the programme management burden significantly: one contract, one point of accountability, one programme manager on site coordinating all trades. They are particularly valuable when the works being delivered to individual properties span multiple categories, for example replacing kitchens and bathrooms while also upgrading electrical systems and carrying out associated building works, and where having multiple contractors visiting properties in close succession would create resident experience problems. If your programme is genuinely mixed and your internal resource is limited, the property works lots are almost always the better route. Inprova’s team can help you assess your programme profile and make the right choice.

The framework offers two distinct routes for kitchen supply, each with a different commercial and operational logic. Lot 1 provides direct-from-factory supply by leading kitchen manufacturers. This route typically delivers the most cost-effective pricing because there is no intermediary in the supply chain, and it gives access to the widest range of products from manufacturers who can also offer enhanced product warranties and technical support. It is the right choice for organisations that have their own storage and distribution capability and that want to maximise product value from their kitchen replacement budget. Lot 2 provides supply through branch networks, giving greater flexibility in delivery, storage, and service. Branch network supply is more practical for organisations without their own storage infrastructure, where deliveries need to be staged to match installation programmes, or where proximity to a local branch is operationally important. Branch networks also provide more flexibility in handling damaged or incorrect components quickly, because replacement parts can be sourced locally without waiting for factory dispatch. Both lots supply kitchens and all associated products including units, cupboards, worktops, sinks, and associated hardware. The choice between them is primarily a logistical and operational one rather than a quality one. Inprova can help you assess which model fits your programme’s delivery approach and warehouse or storage capacity.

The kitchen and bathroom supply-and-install lots (Lots 9 and 10) cover a comprehensive scope of associated works, not just the fitting of units and sanitaryware. The installation scope includes patching plasterwork, painting and decorating, tiling, joinery, electrical requirements associated with the installation, plumbing and pipe replacement works, and flooring. This means the contractor appointed through these lots takes responsibility for delivering a complete, finished room rather than just fitting the new kitchen or bathroom components into an unfinished space. For residents, this matters significantly: a programme that delivers a new kitchen but leaves patched walls, unfinished tiling, or mismatched flooring creates complaints and remediation costs. For asset managers and programme managers, it simplifies contract management because the full scope of work in each property sits under one contract with one contractor responsible for the finished outcome. The two value bands, up to £2m per annum through Lot 9 and over £2m per annum through Lot 10, mean the supply chain is matched to programme scale. Smaller programmes have access to regional contractors suited to their volume, while larger programmes can access national contractors with the capacity and infrastructure for high-throughput delivery. Inprova can advise on which value band and region best fits your programme’s annual delivery volume.

Yes. The framework covers UPVC, composite, timber, and aluminium windows and doors, each through a dedicated supply-and-install lot, as well as supply-only lots for UPVC and timber where organisations have their own installation capability. Having separate lots for each material type means the supply chain for each is made up of contractors who specialise in that material, rather than generalists who fit whatever the programme specifies. For organisations managing a mixed portfolio, for example a combination of Victorian terraced properties where timber windows are appropriate and 1970s housing where UPVC is standard, you can access the right specialist supply chain for each property type through the relevant lot. Where a single programme spans multiple window types across a large portfolio, Inprova can help you structure the call-off to cover all relevant lots through a coordinated procurement rather than running separate procurements for each material type. Framework pricing is supported by an industry-recognised schedule of rates across all window and door lots, with hundreds of dimensions priced in advance, which makes programme cost estimation straightforward and mini-competition evaluation consistent.

All window and door suppliers on the framework have been through the framework’s accreditation verification process as part of the tender evaluation. For supply-and-install lots, suppliers hold FENSA or CERTASS registration, which are the industry-recognised schemes for the installation of replacement windows and doors in existing dwellings. FENSA and CERTASS registration means the installer self-certifies that the installation complies with building regulations, removing the need for local authority building control approval for standard replacement window and door installations. This is practically significant for large replacement programmes across occupied properties, because it avoids the need to notify and engage building control for every individual property, reducing programme administration considerably. For timber window suppliers and installers, relevant joinery and timber industry accreditations were also verified during the evaluation. All suppliers underwent financial checks and insurance verification before appointment. If your programme has specific accreditation requirements beyond the standard framework criteria, for example requirements around heritage or conservation area compliance for listed buildings or properties in conservation zones, contact Inprova at the specification stage to discuss how those requirements can be built into your call-off specification.

Yes. The roofing works lots (Lots 14 and 15) cover both pitched and flat roofing along with all ancillary works. The scope includes roofline, rainwater goods, chimney pointing, porch repairs, and canopy installation, alongside the primary roof covering replacement or repair works. For organisations managing a mixed roofing portfolio, the framework’s coverage means you do not need separate procurement routes for different roof types. Regional supplier rankings ensure you are working with contractors who have relevant experience in your area, where local conditions, planning requirements, and access challenges can affect how programmes need to be delivered. Two value bands, up to £1m and over £1m per annum, mean the supply chain is appropriately scaled to your programme volume. For organisations with immediate or urgent roofing requirements alongside a longer-term planned replacement programme, the framework can serve both: the planned lots are designed for programmatic delivery, and the schedule of rates pricing support makes costing and specification consistent across both urgent and planned instructions. The roofing materials supply lot (Lot 13) is available separately for organisations that source materials independently of installation.

Yes. Lot 11, the electrical works lot, explicitly includes renewable electrical solutions alongside the standard rewiring and system upgrade scope. This is increasingly relevant for public sector organisations delivering decarbonisation programmes alongside planned electrical works, where combining a rewiring programme with the installation of solar PV systems, EV charging infrastructure, or battery storage can reduce overall programme cost and resident disruption compared to delivering those elements separately. Suppliers on the electrical lot were also evaluated on their approach to net zero and decarbonisation as part of the quality assessment, so the supply chain has an awareness of the direction of travel in public sector electrical programmes rather than just capability in traditional installation. The electrical works lot covers testing and maintenance of domestic and commercial appliances and heating systems alongside installation works, which is relevant for organisations that want to combine planned electrical upgrade with ongoing compliance testing under the same framework arrangement. For programmes where the electrical element forms part of a broader whole-property decarbonisation approach, the property works lots (Lots 16, 17, and 18) include decarbonisation works within their scope and may provide a more appropriate single-contract route.

The property works lots (Lots 16, 17, and 18) work by appointing a single contractor to deliver a comprehensive programme of works across multiple disciplines within the same properties. Rather than having separate contracts for kitchens, windows, roofing, and electrical works, the appointed contractor coordinates all trades, manages the programme, and takes single-point accountability for the finished outcome across each property. In practice, this means the programme manager or asset manager deals with one contractor relationship, one set of reporting, one set of KPIs, and one invoice rather than managing multiple contractors whose work overlaps. For residents, it means a more coherent improvement experience rather than a succession of visits from different contractors over an extended period. The three value bands, up to £1m, between £1m and £3m, and over £3m per annum, ensure the appointed contractor is scaled appropriately to the programme. A council running a £500k annual programme in a rural area has access to regional contractors of the right size for that volume. A larger authority running a £5m programme has access to national contractors with the capacity and systems infrastructure to deliver at that scale. Inprova helps you select the right value band and the right supplier for your programme profile and will support you through the specification process to ensure the full scope of works is captured accurately in your call-off.

Lot 19, surrounding works, is a newly developed lot covering external works on and around properties that fall outside the primary building fabric. The scope includes hard landscaping, installation of gates and fencing, drainage works, driveways, and associated external works. It is designed for organisations that need to deliver external environment improvements as part of a wider planned works programme or as a standalone programme of external works. Common use cases include estate improvement programmes where external areas have deteriorated alongside properties, safety improvement works such as secure boundary fencing or gating, drainage remediation where surface water management is affecting properties or surrounding land, and driveway replacement programmes. The surrounding works lot sits alongside the property works lots in the framework, so organisations delivering a comprehensive whole-property programme can combine an internal property works contract with a surrounding works contract through the same framework. Where external works are a component of a broader property works programme, it may also be possible to include them within the property works lot scope at the specification stage. Inprova can advise on which approach is most appropriate for your requirements and help you develop the specification to ensure the external scope is clearly and compliantly described.

The M3NHF Schedule of Rates is a nationally recognised schedule of unit rates for repairs and maintenance work, published by the National Housing Federation and widely used in the social housing and broader public sector as a benchmark for pricing property works. It provides a comprehensive list of work items with associated rates, covering the full range of planned and responsive maintenance activities, and is regularly updated to reflect market conditions. The framework integrates M3NHF Schedule of Rates pricing across its lots, which means contractors’ pricing is expressed in terms that align with the SOR rather than proprietary pricing structures that are difficult to benchmark against market rates. For organisations that already use M3NHF SORs in their asset management systems and contract management processes, the integration removes the translation cost of working between different pricing frameworks. For window and door lots specifically, hundreds of dimensions are priced in advance against the SOR, which makes direct award pricing transparent and mini-competition evaluation straightforward. For organisations that are not yet using M3NHF SORs, the framework provides a practical introduction to SOR-based pricing without requiring a wholesale change to your asset management approach. Inprova’s team can explain how the SOR pricing works within the framework and how to use it effectively in your programme specifications and cost estimation.

The framework was procured by Procurement for Housing (PfH) as a contracting authority under the Public Contracts Regulations 2015, which was the applicable legislation at the time of procurement. The framework was advertised on the Find a Tender Service as an open procedure, ensuring full market transparency. Public bodies access the framework under the call-off provisions that allow eligible contracting authorities to use a framework established by another contracting authority, provided that framework was procured in compliance with the applicable regulations. In England, Wales, and Northern Ireland, the Procurement Act 2023, which came into force in February 2025, introduced new transparency and reporting requirements for public contracts, including the publication of contract award notices and performance reporting for contracts above specified thresholds. Scotland operates under its own separate procurement legislation, and Scottish contracting authorities should check how their own regulations apply to call-offs from this framework. Inprova can advise on how your call-off arrangements and ongoing contract management should reflect the requirements relevant to your nation. For organisations where funding conditions impose specific procurement transparency requirements, the framework’s open procedure basis and documented evaluation provide the evidence needed to demonstrate compliance. If you have specific questions about how the framework’s legal basis applies to your organisation’s governance structure or funding conditions, Inprova recommends taking your own legal advice and can provide the framework documentation needed to support that review.

The Planned Works Framework and Inprova’s Capital Works DPS serve related but distinct procurement needs. The Planned Works Framework is designed for cyclical and programmatic investment activity, the recurring planned maintenance and improvement programmes that keep a property portfolio in good condition and compliant with relevant standards over time. Lot structures, value bands, and regional rankings are set up to support repeat procurement activity over the four-year framework term. The Capital Works DPS is designed for one-off or project-specific capital works that may not fit neatly into a planned programme structure, particularly where the scope is more complex, the value is higher, or the specific combination of works does not map easily onto the planned works lot structure. DPS also allows new suppliers to join at any time, which means the supply chain remains open and competitive throughout its term rather than being fixed at the point of establishment. Many organisations use both: the Planned Works Framework for their recurring investment programmes and the Capital Works DPS for specific larger or more complex capital projects that sit outside the normal programme cycle. Inprova can help you assess which vehicle is most appropriate for a specific programme or project and advise on how to use both effectively within your overall procurement strategy.

Yes. The Planned Works Framework is well suited to local authority planned maintenance programmes, including Decent Homes Standard compliance delivery in England, or the equivalent quality standards councils are working towards elsewhere in the UK, such as the Welsh Housing Quality Standard in Wales or the Scottish Housing Quality Standard in Scotland. These standards cover similar ground, thermal comfort, modern facilities, structural condition, and freedom from hazards, and delivering against any of them requires a sustained planned works programme covering kitchens, bathrooms, windows, doors, heating systems, roofing, and electrical works. This framework provides a compliant procurement route for each of those categories, either as individual discipline lots or as a combined programme through the property works lots. The regional lot structure is particularly relevant for local authorities where programme delivery needs to be rooted in the communities being served, with regional SME contractors able to employ locally and contribute to social value commitments around local employment and skills. The framework’s requirement for 61 of 82 suppliers paying the real living wage and the quality assessment criteria covering social impact both support the outcomes that most local authority planned works programmes are required to evidence. For councils delivering these programmes under pressure of timeline and budget, the ability to make a direct award quickly to a pre-evaluated, regionally ranked contractor, without running a fresh procurement, is a practical benefit that makes a material difference to programme delivery pace.

Social value is built into the framework at multiple levels. The supplier evaluation included a social impact quality criterion, assessing each contractor’s commitment to social and environmental responsibilities and their approach to community impact. This means contractors on the framework have been assessed on their social value approach, not just promised it at the point of bid. 61 of the 82 suppliers on the framework pay the real living wage, which is a concrete, verifiable social value outcome rather than an aspiration. The regional structure and SME participation, with 47 of 82 suppliers being small or medium-sized businesses, supports local employment, local supply chain development, and the circulation of spending within communities. For organisations that need to report social value outcomes from their planned works programmes, whether to elected members, scrutiny committees, the relevant housing regulator for your nation, such as the Regulator of Social Housing in England or the Scottish Housing Regulator in Scotland, or other stakeholders, the framework provides documented evidence of the social value commitments made by suppliers at the point of evaluation and the structural features of the framework designed to deliver community benefit. At the call-off stage, Inprova can help you build specific social value requirements and measurement commitments into your contract terms to ensure the social value outcomes of your programme are captured and reported effectively.

Yes. NHS trusts and other health bodies are eligible to use this framework as public bodies under the Procurement Act 2023. Kitchen refurbishment in catering, patient dining, and staff facilities, window replacement programmes across hospital and community health buildings, roofing works, electrical upgrades, and comprehensive property improvement programmes are all within the scope of the relevant lots. For NHS trusts managing planned works delivery in occupied clinical environments, the framework suppliers have been assessed on health and safety and mobilisation capability, which are particularly relevant in settings where construction activity needs to be carefully managed around clinical operations, infection control requirements, and patient and staff safety. The property works lots are particularly well suited to trusts undertaking multi-discipline improvement programmes across specific buildings or departments, where coordinating multiple specialist contractors in a clinical environment would create unacceptable operational disruption. Where specific NHS estates standards or technical requirements apply to the works, Inprova’s team can help you incorporate those requirements into your call-off specification. Contact Inprova to discuss your programme scope and which lots and value bands are most appropriate for your trust’s requirements.

Yes. Multi-academy trusts delivering planned capital investment across multiple school sites can use this framework. Kitchen refurbishment in school canteens and dining areas, window replacement programmes in older school buildings, roofing works, electrical upgrades, and surrounding works programmes are all covered. The framework’s regional lot structure is particularly relevant for MATs with schools spread across different parts of England, because it gives access to contractors with appropriate local coverage for each area rather than requiring a single national contractor to cover geographically dispersed sites.For trusts undertaking improvement programmes funded through England’s condition improvement funding or school rebuilding programme, or the equivalent capital funding routes for schools in Scotland, Wales, and Northern Ireland, the framework provides a compliant procurement route that does not require a separate procurement exercise for each school or each funding round. Direct award gives trusts the fastest path to appointing a contractor when funding is confirmed and programme timelines are tight. Where the trust’s capital programme spans multiple work types at individual schools, the property works lots provide a single-contract route that simplifies programme management across each site. Inprova can help you design a call-off structure that serves the trust’s programme across all sites while maintaining the flexibility to respond to funding decisions as they are confirmed.

Contractor capacity constraints are a genuine challenge in planned works delivery, particularly in regions where construction demand is high and the available supply chain is limited. The framework’s approach to this is threefold. First, the regional lot structure means multiple contractors are ranked for each area and value band, so if the highest-ranked supplier does not have capacity for your programme at the point of call-off, the next-ranked supplier provides an alternative without requiring a new procurement. Second, the inclusion of 47 SME contractors in the supply chain, many of whom operate in specific regions, increases the effective capacity available in local markets by drawing on contractors who might be excluded from frameworks that favour large national providers. Third, the pre-market engagement that shaped the framework specifically tested supply chain capacity across regions to ensure the lot structure and contractor rankings reflect realistic delivery capability, not just bid submissions. For organisations planning large programmes that might absorb significant contractor capacity, Inprova recommends engaging early, before the programme is finalised, so the right supplier and value band can be identified and capacity confirmed before the procurement is structured around a contractor who may not be available to mobilise at the required pace.

Inprova’s support extends through the full programme lifecycle, not just to contract award. Once a contract is live, Inprova works alongside you to monitor contractor performance against the commitments made at call-off, including programme timescales, quality of workmanship, health and safety compliance, and adherence to the commercial terms agreed. For planned works programmes where performance slippage has real consequences for residents and for the organisation’s regulatory position, early identification of problems matters significantly. Inprova acts as an informed intermediary between your organisation and the contractor, with the category expertise to identify when delivery is drifting from plan and the procurement authority to hold suppliers to account. For organisations managing planned works spend through Inprova’s Quantum platform, contract obligations, delivery milestones, spend data, and performance indicators sit in one environment, making it straightforward to produce the reporting that boards, audit committees, and regulators require. Regular contract reviews give you a structured opportunity to assess whether programme delivery is on track and whether the scope, value band, or contractor selection needs to be revisited. If performance issues arise, Inprova can support you through the resolution process, whether that involves formal contract management action, scope adjustment, or, where necessary, moving to a differently ranked supplier for the remaining programme.