Value for money means choosing the option that delivers the best overall outcome for pupils and the trust, not simply the lowest price. In practice, it’s about balancing cost with quality, suitability, risk and deliverability, and being able to explain (and evidence) why the chosen supplier was the best overall option.

Not always. The right approach depends on the value and risk of the purchase and your trust’s own procurement rules. A good rule of thumb is to create appropriate competition (often by seeking multiple quotes) and keep a short note explaining the route you used. If you can’t obtain multiple quotes, record why and what you did instead to test the market (for example, benchmarking, using a framework, or widening the supplier search).

Keep a short decision summary that links back to your evaluation criteria. Note the key reasons the chosen supplier offered better overall value (for example, stronger safeguarding arrangements, better delivery timescales, higher quality, lower whole-life cost, or reduced operational risk). Save the scoring sheet and any clarifications so it’s clear the decision was made fairly and consistently.

Keep the framework reference and the call-off route you used, plus your mini-competition or selection rationale (depending on the framework rules). You should still retain: the need/spec, the suppliers considered, the evaluation notes, approvals, and the final call-off order/contract. The aim is to show that you used the framework correctly and that the selection represented good value for money.

It can be acceptable where your trust’s rules allow it and you can justify why competition wasn’t possible or wasn’t in the trust’s best interests. Common examples include genuine sole supplier situations, urgent works where delay would create significant risk, or compatibility/continuity requirements. The key is to document the reason clearly, show that the price is reasonable (for example, benchmarking), and capture the appropriate approvals.

Maintain a simple contract register with start/end dates, notice periods and renewal terms, and assign a contract owner for each significant supplier. Review contracts well before notice deadlines, record a renewal/retender decision note, and keep a short performance summary to support the decision. If you extend a contract, document why it’s appropriate and how you’ve checked value for money.