Planned Works framework

Scottish social housing stock is not uniformly distributed, and neither are the contractors capable of working in it well. A contractor with strong capacity in the Central Belt may have limited presence in the North or Highlands, and members in those areas need to know their ranked suppliers can actually mobilise and deliver. The regional structure on Lots 7 and 11 means suppliers are assessed on the areas they’re appointed to, and ranked based on their capability there. It also creates meaningful opportunities for SMEs who are excellent contractors in their region but don’t have, and don’t need, national coverage.

Planned works contracts can go wrong in ways that a low price doesn’t compensate for. Contractor capability, mobilisation readiness, site safety, social impact, and contract management all affect whether a programme delivers on time and to standard, and whether it creates value for the communities being served. The 60% quality weighting reflects that reality. It doesn’t mean price doesn’t matter, but it does mean the framework rewards suppliers who demonstrate genuine delivery capability rather than just a competitive day rate. 

The M3NHF Schedule of Rates is the social housing sector’s standard pricing framework, providing detailed specifications and unit rates for property maintenance and refurbishment works. Suppliers on this framework provide pricing against M3NHF items, giving members a transparent and consistent basis for both direct awards and mini-competition evaluation. It removes the need to build a bespoke pricing structure for each tender and provides a benchmark for cost-effectiveness reviews. 

Lot 11 is designed for situations where a property needs significant investment across multiple components in one programme. Rather than running separate procurements for kitchens, windows, roofing, and electrical works, members can appoint a single contractor to coordinate and deliver the full scope. This reduces disruption for tenants, simplifies contract management, and can deliver better outcomes than a series of sequential single-trade contracts. It’s particularly suited to void refurbishment, estate regeneration, or component replacement programmes that span several work types simultaneously. Decarbonisation works are explicitly included, so it’s also relevant for members working toward EESSH2 compliance or the Heat in Buildings Strategy. 

The Procurement Reform (Scotland) Act 2014 requires contracting authorities to consider how procurement can improve economic, social, and environmental wellbeing. This framework supports that duty in several ways. The regional structure and strong SME presence (22 of 38 suppliers) help direct spend toward local contractors, supporting local employment and community investment. All suppliers are committed to paying the Real Living Wage. The quality evaluation included assessment of each supplier’s social impact and environmental commitments. Members using the framework can report on these dimensions as part of their own compliance with the Sustainable Procurement Duty. 

The SHQS sets the minimum standard for Scottish social housing, covering energy efficiency, the absence of serious disrepair, modern facilities, and healthy and safe environments. Planned works programmes are the primary mechanism through which landlords maintain and improve compliance. Kitchens and bathrooms must meet certain age and condition thresholds, windows and doors must perform adequately on energy and security, roofing must be in good repair, and electrical systems must be safe. This framework was specifically developed with SHQS alignment in mind, and covers the full range of component replacement and refurbishment works that social landlords need to maintain compliant stock. It also supports forward planning, with M3NHF pricing enabling landlords to model investment needs against condition data. 

All suppliers on the framework hold ISO9001:2015 for quality assurance and ISO14001:2015 for environmental management. Relevant trade accreditations have been verified by lot, including FENSA/CERTASS for windows and doors, NICEIC for electrical works, and Gas Safe where applicable. Financial and insurance checks have also been carried out on all suppliers. Members can rely on these pre-checks rather than repeating them for each procurement. 

Yes. The framework supports both routes. Direct award is appropriate where the ranked supplier can clearly meet your requirements and the framework terms permit it. Mini-competition is available where you want to test pricing and capability more specifically against your programme requirements, or where the project complexity warrants it. PfH Scotland can advise on which route is more appropriate for a given piece of work and provides template call-off documentation and specification assistance for mini-competitions. The process from invitation to award typically takes two to four weeks. 

PfH Scotland’s role doesn’t end at framework award. The team provides procurement consultancy, specification support, tender evaluation assistance, and ongoing contract management support throughout the life of a call-off contract. For members who want a more comprehensive service, PfH Scotland can act as a fully outsourced procurement function, managing the entire process from requirement definition through to contract award and performance monitoring. The Capital Works DPS is also available for projects that fall outside the framework’s scope or require a more flexible competitive pool.