Repairs & Maintenance Services (RMS) - Framework for Structural and Damp Proofing Works (CRN/2026/140)
A practical guide to understanding what Stoke-on-Trent City Council really wants and how to build a winning response.
Don't just think about structural and damp proofing
This isn't just about fixing bricks and concrete.
Stoke-on-Trent City Council is looking for reliability.
They're looking for partners they can trust to maintain their properties without hassles.
That's a mindset shift.
While the contract covers damp surveys, brickwork and concrete repairs and floor renewals, the real job is building trust over time.
The framework is the first win
Getting a place on this framework is your first victory.
It's not about guaranteeing immediate work.
It's about positioning yourself to be the go-to choice when call-off contracts come into play.
The Council wants up to two contractors. That means competition is tight.
Focus on being one of those two.
Pay attention to what they say
Stoke-on-Trent City Council is clear about their priorities.
They need contractors who can effectively manage both reactive and planned maintenance.
The emphasis is on both structural integrity and damp proofing.
That means your response should cover how you'll handle both urgent repairs and scheduled maintenance effectively.
Think about the people living in those homes
Every property you work on is someone's home.
It's where families live, children play and people rest.
If I were writing this, I'd focus on how my work minimises disruption and ensures safety.
Your team should be respectful, efficient and considerate of the residents.
Evidence always beats promises
You know this already, but it's worth repeating.
Don't just say you can do the job.
Show them.
- Provide case studies of similar projects
- Share testimonials from past clients
- Demonstrate your team's qualifications and experience
- Offer evidence of effective project management systems
Real proof always carries more weight than empty promises.
Managing consistency over four years
This framework runs until 31 March 2031.
That's a long time to maintain high standards.
If I were the Council, I'd want to know exactly how you plan to keep quality consistent across that period.
How will you manage staff absences?
What about quality control?
Explain your processes for regular site inspections and performance reviews.
Direct award and further competition
Winning a place doesn't mean work is automatic.
Direct awards require you to be easy to find, sensibly priced and known for reliability.
Further competitions will require you to respond quickly and effectively.
Your submission should reflect your ability to handle both scenarios.
Don't overreach on lots
In this framework, it's about quality, not quantity.
Target the areas where you genuinely excel.
Show the Council that you're the best fit for their needs.
My Final Thoughts
Stoke-on-Trent City Council isn't just looking for contractors to carry out repairs.
They're looking for partners who understand the importance of maintaining homes for their residents.
With a framework value of £360,000 and a duration of four years, the focus is on quality.
Winning a place is about demonstrating your reliability and capability to manage both immediate and planned maintenance.
The quality of your written submission will be critical.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.