Framework Procurement Closes the Mobilisation Gap

The mobilisation problem 

The gap between securing a grant award and starting work in homes is one of the most persistent constraints in retrofit delivery. Procurement requirements, contractor onboarding and mobilisation planning can consume weeks or months that grant-funded programmes do not have. 

Wiltshire Council addressed this in part by engaging CHIC before the grant had been confirmed, explaining their requirements, delivery timeline and how the funding would work. That early conversation meant the procurement route was already structured when the award came through. An existing relationship between EDF and Wiltshire Council, built through the earlier HUG2 scheme, reinforced the early start. When the grant was confirmed, EDF could be onboarded as principal contractor through a direct award without restarting the procurement process. 

The CHIC Healthy Homes Framework covers retrofit coordination and design consultancy, end-to-end works and services, and digitalisation solutions. EDF met the requirements across the works element, allowing Wiltshire Council to concentrate resource on eligibility processing and resident engagement rather than procurement administration. 

What year one delivered 

The programme targets households with an EPC rating of D or below, with a primary focus on fuel poverty among lower-income households. Wiltshire’s housing stock spans a varied mix of property types, ages and tenures, including a high proportion of rural and detached homes. Over year one, £440,000 of Warm Homes Local Grant funding was deployed at an average of £18,000 per property. 

The measure mix reflects a whole-house approach. Of properties completed in year one, 76% received solar PV, 38% an air source heat pump, 85% ventilation measures and 43% loft insulation. Each property was assessed using PAS 2035-accredited design, ensuring measures were matched to the specific building and household rather than applied uniformly. 

Projected average savings of around £400 per year on energy bills are the clearest indication of progress against the fuel poverty objective. For households that had struggled to heat their homes affordably, lower bills alongside warmer conditions in winter represent a practical change in how those homes function. 

Operational challenges 

Lead generation and eligibility conversion were the most demanding aspects of year one. Wiltshire’s rural housing stock includes large, older and solid-walled properties that exceed available funding caps or carry treatment costs the grant cannot cover. Heat pump installations, which typically require new radiators and pipework throughout a property, also contributed to some households withdrawing during the delivery process. 

Scepticism about whether a fully funded scheme can genuinely be free was a recurring barrier. Council and partner branding on all resident communications helped, but a number of households called Wiltshire Council directly to verify the scheme was legitimate before they would agree to proceed. 

Every Monday throughout the year, EDF, 0800 Repair, Wiltshire Council and CHIC reviewed the latest reporting together: lead generation figures, pipeline status and where measures were being installed. All three partners identified that weekly rhythm as what kept delivery on track when the pipeline was under pressure. 

CHIC’s coordination role 

The collaboration worked partly because each party’s role was defined before delivery began. Wiltshire Council set objectives and maintained accountability to grant conditions. CHIC structured the compliant procurement route and brought EDF into the programme. EDF, with 0800 Repair, managed on-the-ground delivery and contractor relationships, including the creation of two new apprenticeships through a local scaffolding company. 

CHIC’s involvement did not stop at contract award. As well as attending the weekly Monday reporting meetings, CHIC held face-to-face meetings at Wiltshire Council offices with senior members of the council outside the immediate delivery team. That engagement at a senior level maintained alignment between the council’s grant objectives and what the delivery partners were tracking week to week. From a Healthy Homes Hub perspective, this illustrates how a procurement framework body can function as an active coordination partner throughout a programme rather than stepping back after onboarding. 

Years two and three 

All three partners identified the same gap in year one: community networks should have been activated earlier. Trusted local channels, including council networks, community leaders and residents who had already received measures, proved more effective at reaching eligible households than direct marketing. 

Wiltshire Council has a community event planned for summer 2026 at which prospective applicants can meet the delivery team in person. That kind of face-to-face contact addresses the scepticism about whether the scheme is genuine that printed communications alone cannot resolve. 

The programme runs to March 2028, with between 70 and 100 further homes targeted each year. Year one demonstrated that the model works. Years two and three will test whether eligible households can be reached consistently enough to sustain it.  

Practical steps for housing providers 

• Engage a procurement framework body early, before a grant is confirmed, so the route to market is ready when funding is awarded and mobilisation can begin without delay. 

• Where grant timescales are tight, use a direct award route through an established framework to reduce mobilisation time without compromising compliance. 

• Apply PAS 2035-accredited design to each property individually before installation begins, ensuring measures reflect the specific building fabric and household circumstances rather than a standard package. 

• Combine fabric and technology measures where the funding envelope allows, rather than defaulting to heating-only interventions, to maximise energy efficiency and comfort outcomes. 

• Build eligibility pre-screening into the lead generation process from the outset to reduce customer drop-off further along the delivery journey. 

• Activate trusted community networks early, particularly in areas with high concentrations of eligible households, rather than relying on direct marketing or online application routes alone. 

• Plan regular multi-party reporting meetings from mobilisation, including the procurement framework body, to maintain delivery visibility and resolve pipeline or eligibility issues in real time. 

Image credit: CHIC