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Peterborough City Council is procuring an open, six-lot professional-services framework for its corporate property portfolio. It covers design, surveying, engineering, compliance and project support, with an estimated value of £30 million excluding VAT. Suppliers must submit electronically through ProContract, and the indexed notice sets the tender deadline at noon on 30 November 2026.
What is the Peterborough City Council framework?
This is a multi-disciplinary consultancy framework under procurement reference 100669-2026, using CPV 71000000 for architectural, construction, engineering and inspection services. Delivery is associated with the East of England (UKH11), and the notice describes the opportunity as suitable for small and medium-sized enterprises.
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1Scan for outdated or missing drivers - takes under a minute2Clear out junk files and repair common Windows errors3Fix the driver behind crashes, sound loss and screen glitchesA framework establishes suppliers the council can call on for future commissions across its corporate property stock. The published figure is an estimated total framework value rather than a promise that every pound will be spent. Lot estimates are indexed notice figures and should be checked against the current ProContract tender documents.
What are the six lots and their estimated values?
The council has separated the work by discipline, while retaining one broad lot for firms able to provide several services.
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| Lot | Indicative value (excluding VAT) | Main services |
|---|---|---|
| 1. Multi-disciplinary consultancy | £18.0 million | Building surveying; architecture; quantity surveying and cost consultancy; structural, mechanical and electrical engineering; heritage and conservation; sustainability, ESG and energy consultancy; project and programme management; accredited NEC supervisors and NEC project managers; planning consultancy; CDM coordination and advice; and Building Regulations Principal Designer services. |
| 2. Structural engineering | £1.8 million | Structural and civil design and analysis; surveys and assessments; remedial design; temporary works; and structural or civil due diligence. |
| 3. Building surveying | £4.2 million | Property inspection and diagnosis; dilapidations; technical reports, drawings, specifications and contract documents; accredited NEC supervisors and NEC project managers; and Building Regulations Principal Designer services. |
| 4. Mechanical, electrical and public health | £1.2 million | Mechanical and electrical design and analysis; surveys, assessments and remedial design; and mechanical or electrical due diligence. |
| 5. CDM and health and safety | £1.2 million | CDM services, wider health and safety services, and DSEAR services concerning hazardous substances. |
| 6. Fire engineering and building safety | £3.0 million | Retrospective fire strategies across the asset portfolio; identification of deficiencies and required works; Regulation 38 document reviews; external-wall-system reviews and risk management; and advice or design for construction works. |
The wider description also refers to disrepair surveying, retrofit assessment and coordination, party-wall surveying, stock-condition surveying, heritage consultancy, dilapidation surveying, quantity surveying, architect services, and project or programme management. Those activities may sit within relevant lot requirements, so bidders should map them to the specification rather than assume they are separate lots.
When are the key dates?
| Milestone | Date or timing |
|---|---|
| Notice published | 23 October 2026 |
| Enquiries and clarification activity | 20 November 2026 |
| Tender submission deadline | 30 November 2026 at 12:00 |
| Expected award decision | 16 February 2027 |
| Expected framework end | 31 March 2031 |
Indexed records disagree on the start date: one lists 31 March 2027, while two list 1 April 2027. Treat the ProContract documents as controlling and verify the commencement date, term and any call-off arrangements before submitting.
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How do I bid for the framework?
Use the council’s ProContract e-tendering portal. The procedure is open, electronic submission is permitted, and English is the stated submission language.
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- Obtain the complete tender pack. Download the instructions, specification, pricing schedules, draft framework agreement, selection questions and every lot-specific appendix from ProContract.
- Select the lots you can resource. Compare the required disciplines, professional registrations, NEC capability, Building Regulations Principal Designer duties, CDM competence and fire or DSEAR experience with your own staff and approved specialists.
- Build evidence for quality questions. Prepare named personnel, availability, relevant property-portfolio examples, delivery methods, reporting templates, mobilisation arrangements and stakeholder-communication procedures.
- Resolve uncertainties through the portal. Submit clarification questions before the published enquiry cut-off and rely on the formal answers issued to all bidders, not informal interpretations.
- Complete the commercial response. Check that rates, assumptions, exclusions, subcontractor details and any lot-specific pricing follow the supplied schedules.
- Submit and confirm receipt. Upload the final response in ProContract well before the closing time, allow for portal validation, and retain the electronic submission confirmation.
The indexed procurement contact is [email protected]. Use the portal for the formal tender response and clarification record.
How will bids be evaluated?
Price is important, but 60% of the published score concerns how the team will perform the work. A low rate without credible resources, mobilisation and reporting evidence will therefore leave substantial points available to competitors.
| Criterion | Weight | What to demonstrate |
|---|---|---|
| Price | 40% | Clear, compliant and competitive rates using the council’s pricing format. |
| Resource | 17.14% | Competent named staff, capacity, qualifications, role coverage and access to specialists. |
| Delivery and capacity | 17.14% | A practical method for managing commissions, programmes, risk, quality and workload peaks. |
| Reporting | 8.58% | Accurate, timely reports, document control, performance information and escalation routes. |
| Implementation | 8.57% | A credible mobilisation plan for moving from award to live call-offs. |
| Communication and engagement | 8.57% | Clear engagement with council officers, occupants, contractors and other consultants. |
Which lot should a construction or property consultancy choose?
Single-discipline practices
Structural, building-surveying, MEP, CDM or fire specialists can target the lot that matches their established accreditations and technical evidence. Concentrating on one lot can reduce delivery risk, but the response still needs enough personnel and back-up capacity for concurrent instructions.
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Multi-disciplinary firms
Lot 1 suits organisations that already coordinate several professional disciplines and can provide the NEC, planning, sustainability, heritage and principal-designer functions listed in the scope. Show how interfaces are controlled; listing disciplines without a workable single-team governance model will weaken the delivery case.
Consortia and specialist subcontractors
Where a bidder lacks a required capability, a consortium or named specialist subcontractor may provide a route to the relevant lot, subject to the tender’s conditions. Define the lead organisation, responsibilities, availability, professional indemnity arrangements, quality assurance and escalation process before completing the response.
Choosing by evaluation burden
Every lot carries the same published scoring structure, but the evidence burden differs. Fire, building-safety, CDM and principal-designer submissions must make regulatory competence particularly explicit, while surveying and engineering bids should connect inspection or design outputs to buildable, costed remedial work.
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What risks and uncertainties should bidders check?
- Regulatory change: legislation, building-safety requirements or professional standards may change during the framework term. Explain how competence, advice and templates will be kept current.
- Operational and technology change: revised council processes, IT systems or delivery standards may require changes to reporting and document exchange.
- Variable workload: council budgets, property volumes and exceptional events can alter the number and urgency of commissions. Demonstrate scalable resourcing rather than a fixed single-project team.
- External conditions: political impacts and indexation costs are identified risk areas. Check the draft agreement for allocation, adjustment mechanisms and notice requirements.
- Procurement status: the opportunity was still at tender stage in the indexed history, with no published award or contract. Do not treat any supplier as appointed until an official result is issued.
Before pricing, reconcile every lot estimate, commencement date, qualification rule, insurance requirement and call-off mechanism with the final ProContract pack. The notice figures provide orientation; the contract documents determine the obligations.
Frequently Asked Questions
Is the £30 million framework value guaranteed to suppliers?
No. It is an estimated aggregate value for the framework, not a commitment to place work or to spend a fixed amount with any appointed supplier. Actual commissions will depend on the council’s requirements, budgets and subsequent call-offs.
Can a small specialist firm bid without offering every discipline?
Yes, the opportunity is identified as suitable for SMEs and is divided into specialist lots. A firm should bid only where it can satisfy the relevant technical, capacity, insurance and quality requirements, using an eligible consortium or subcontractor arrangement if the tender permits.
Where will official clarification answers appear?
The formal clarification trail is handled through ProContract, where answers and amendments are made available to bidders. Check the portal notice and addenda regularly; an email conversation that is not incorporated into the tender record should not be treated as a change to the requirement.
What should a bidder do if its key engineer or surveyor leaves before award?
Maintain a replacement and succession plan that preserves equivalent qualifications, availability and approval status. Any proposed substitution must follow the tender’s rules and should be disclosed promptly rather than leaving a resource gap at mobilisation.
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