The benefits of working with SMEs for public sector buyers

Small and medium enterprises (SMEs) are the backbone of any healthy economy; they help to create job opportunities and support economic growth and innovation. 

At Crown Commercial Service (CCS) we understand the importance of having a diverse range of suppliers working with the public sector. That’s why we take positive actions to make sure that SMEs are well represented in our agreements. 

Currently around 75% of suppliers on our commercial agreements are SMEs. Our 2025/26 SME action plan outlines our role in helping customers increase how much of their procurement spend goes through them. 

What are small and medium enterprises?

An SME is any organisation that has either:

  • fewer than 250 employees and an annual turnover of less than £44million
  • fewer than 250 employees and a balance sheet total less than £38 million

SMEs make up an essential component of the private sector business landscape, making up 99.8% of all businesses. They employ 60% of the private sector workforce and generate £2.8 trillion in total sales revenue.

What are the benefits of working with small and medium enterprises?

There are many benefits of working with SMEs, including:

  • good levels of customer service – they often have highly skilled and experienced workforces with smaller chains of command
  • greater potential adaptability to situations than larger organisations – their smaller nature, allows them to respond quickly to changing requirements and tight timescales
  • often based locally – this can reduce carbon footprints associated with work, helping public sector organisations reach net zero
  • creating local jobs –  they can contribute to the local social value goals, often being more committed to the community they live and work in

What barriers are small and medium enterprises facing in public procurement?

Historically, SMEs have faced barriers in accessing public buying opportunities and winning contracts. These barriers include but are not limited to: 

  • buyers not having time to engage the market to understand the types of goods and services they could provide 
  • buyers are sometimes perceived to favour existing suppliers – this is known as incumbency bias
  • SMEs viewing the procurement process (often rightly) as long and complex 
  • SMEs not being aware of upcoming procurements or knowing where to find the right information in enough time to plan 

How does the Procurement Act 2023 support small and medium enterprises?

The Procurement Act 2023 supports SMEs by:

  • removing barriers – all public sector buyers must now consider how to include SMEs and remove barriers to their participation
  • providing greater flexibility –  the competitive flexible procedure helps SMEs to show what they can offer through site visits, presentations and dialogue
  • increasing transparency with a central digital platform
  • faster payments with mandatory 30-day terms
  • all public sector buyers must now consider lots – allowing more SMEs to bid where they otherwise would not have

How can buyers remove barriers for small and medium enterprises?

We’ve outlined 4 ways public sector buyers can remove barriers for SMEs:

  1. Fostering open communication

  • initiate pre-market engagement with potential suppliers to discuss upcoming opportunities
  • learn about their skills and capabilities – this may reveal innovative solutions that offer better value than other options

  1. Simplify and streamline documentation

  • make sure opportunities are easily accessible to SMEs by keeping documentation clear and concise
  • draft Invitations to Tender using plain English to help understanding

  1. Set fair contract terms and weightings

  • adjust the social value weighting in tender evaluations to match your organisation’s most important goals.
  • avoid overly complex contract terms that could increase costs for SMEs

  1. Guarantee fair and open opportunities

  • tailor requirements to match the capacity of SMEs
  • for larger contracts, encourage joint bids (where SMEs work together as a team; otherwise known as consortium bids)

Note for buyers on joint bids: you must give clear guidance on joint bidding to make the process easy to understand. You can also break up your requirements into smaller lots.

Find out more about public procurement

Download our latest digital brochure for the latest information on our agreements and how we can help you achieve value for the nation.

Discover more of our Procurement Essentials articles for helpful guidance on buying policies and processes.

Changes to our agreements in December

Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.

This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can get an overview of all of our live agreements in our interactive digital brochure.

Agreements awarded in December

Agreements extended in December 

Agreements that expired in December 

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements get in touch.

You can also find out what new procurements we are working on by exploring our upcoming agreement page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Fill in this short form.

How to successfully subcontract: A guide for SMEs

The National Procurement Policy Statement asks public sector buyers to remove barriers that stop small and medium-sized enterprises (SMEs) from accessing contracts. This applies to both direct contractors or to indirect opportunities within the supply chain. 

Strategic suppliers and prime contractors are encouraged to increase subcontracting opportunities with SMEs where appropriate.

What is subcontracting?

Subcontracting is the practice of bringing in an outside company or individual to perform specific parts of a contract or project. In most cases, a company subcontracts another business to perform a task that cannot be handled internally, usually due to capacity or capability constraints. 

When a large prime contractor wins a government contract, they may subcontract some work to other suppliers, including SMEs. This subcontracted work counts towards the government’s indirect spend with SMEs.

Why become a subcontractor on a public sector contract?

Each year, the public sector advertises billions of pounds worth of tendering opportunities. However, some SMEs may feel unable to respond to these, because they:  

  • lack experience navigating the procurement process
  • are unable to provide the full requirements
  • have limited time or resources to prepare

The cost of bidding for large contracts can be significant (e.g bid writing, legal advice). Subcontracting offers a pathway for SMEs to gain experience, build a track record with prime contractors without having to navigate the complexities of a direct government contract. 

It can also help SMEs build a network. Working with prime contractors can lead to new business opportunities, connections, and insights into future procurements. 

Other benefits include: 

  • access to larger projects
  • access to government buyers
  • reduced business development costs, as experience grows
  • the ability to focus on core specialisations
  • greater flexibility and scalability
  • and fewer administrative burdens

Careful preparation and planning

Subcontracting can offer many opportunities, though it is important for SMEs to be mindful of potential complexities, such as:

  • possible challenges with timely payment from prime contractors
  • limited direct involvement in the overall project
  • situations of “white labelling,” where a prime contractor re-brands the subcontractor’s offering

Careful preparation and planning are essential, whether working with the public sector directly or indirectly, to prevent challenges and to determine the most suitable approach for your business.

How to find opportunities to become a subcontractor 

If you are an SME interested in working with the public sector through subcontracting, there’s a number of options for getting involved. 

Network proactively

Attend industry events and connect with prime contractor business development personnel to build relationships before opportunities arise. Building relationships early increases the chance of being invited to join a proposal or a project. We host Meet the Buyer events to help you navigate public procurement and network with other SMEs or prime contractors.   

Monitor portals 

Use platforms like GOV.UK’s Contracts Finder for upcoming projects and pre-market engagement opportunities to get an idea of what is coming to market in the next year. You can also set up automated alerts. 

Use our agreements 

Access our  agreements webpage to see which agreements match your expertise and use this as a basis for networking by using the supplier contact details on those pages. 

Neutral vendor models 

Some of our agreements use a neutral vendor model. This allows SMEs to onboard, with agreement from the prime contractor and provide goods and services through their supply chain. Agreements that use this model include: 

  • RM6371 Print Marketplace 2
  • RM6279 Buying Better Food and Drink 
  • RM6288 Workforce Solutions

Building strong prime contractor relationships

To build effective relationships with prime contractors SMEs should focus on 3 key approaches: 

  1. Adopt a proactive management style rather than waiting for issues to arise.
  2. Be transparent and explain what your organisation can and cannot deliver.
  3. Understanding each party’s different motivations, experiences and skillsets will help you work together more effectively.

Success comes from appreciating these differences and valuing the unique talents each organisation brings. Working together in this way helps create productive working relationships that benefit both parties.

And finally

When you start discussions with a prime contractor, make sure you both understand the roles and responsibilities of the arrangement. You can ask for a work share agreement or a pipeline of upcoming work. This can help you manage your resources better. 

To report bad behaviour or misconduct by suppliers contracting with CCS, you should raise awareness with CCS and get in touch, detailing the agreement the call off is procured from. The Public Procurement Review Service is also available for suppliers to raise concerns about poor procurement practice from buyers. 

To stay up to date with the latest information for suppliers, follow our LinkedIn page.

Looking for more helpful guidance to help you supply to the public sector? Read more in our Supplier Specifics series.

Feedback

We welcome feedback, suggestions or questions. Submit your feedback to smefeedback@crowncommercial.gov.uk

What does the new social value model mean for public sector procurement?

The Public Services (Social Value) Act 2012 requires public sector buyers to maximise economic, social and environmental benefits for local communities when buying goods and services.

In February 2025, Procurement Policy Note (PPN) 002 provided an update to the social value model that applies to central government contract procurements. This reflected the new Procurement Act 2023 (the Act), and aligned the model with the UK Government’s 5 missions:

  1. Kick start economic growth
  2. Make Britain a clean energy superpower
  3. Take back our streets
  4. Break down barriers to opportunity
  5. Build an NHS fit for the future

From October 2025, the new model must be applied to central government procurements that meet the threshold requirement.

Previous themes in PPN 06/20 New government missions in PPN 002
COVID-19 recovery aligns to Kickstart economic growth
Tackling economic inequality aligns to Kickstart economic growth and breakdown barriers to opportunity
Fighting climate change aligns to Make Britain a clean energy superpower
Equal Opportunity aligns to Breakdown barriers to opportunity
Wellbeing aligns to Build an NHS fit for the future and take back our streets

Answering your questions about the new social value model

My procurement started before October 2025 – do I have to use the new social value model for call-offs?

From October 2025, the new social value model (in PPN 002) is mandatory for all above-threshold Central Government procurements, however for call-offs, it would only apply under framework agreements which use the PPN 002 model.  

Framework procurements launched under the Procurement Act 2023 before October 2025 may have used the PPN 06/20 model or the PPN 002 model.

If the agreement used the PPN 06/20 model, then that version of the model should be applied to call-offs after October 2025.

 I previously used an agreement which enabled social value outcomes under PPN 06/20. Can I still use it for new contracts?

Yes, you can keep using agreements that were set up under the older PPN 06/20 model. 

Every CCS agreement allows you to ask suppliers to meet relevant social value outcomes. These outcomes must be related to the work being done in the contract.

The outcomes for social value in the old PPN 06/20 and the new PPN 002 do overlap. If the outcomes in an earlier agreement still help you meet your goals under the new PPN 002 model, you can continue to use them.

Aligning the new model with your existing social value strategy

Buying organisations in the public sector may have different social value strategies in place. They will focus on outcomes that are most important to their organisation.

You should check your existing agreement to see:

  1. Which themes and outcomes the agreement allows
  2. Which of these outcomes match your own organisation’s social value strategy

Talking with the market

It is strongly recommended that you always undertake pre-market engagement – this means talking to potential suppliers in the market before you launch a procurement. 

This makes sure everyone clearly understands what social value requirements are fair, reasonable, and relevant for your contract (known as a ‘call-off‘).

Find out more about social value

 

New technology framework supports public sector digital transformation

Our latest technology services framework is called RM6190 Technology Services 4. It will replace RM6100 Technology Services 3 which expires in March 2026. The new Technology Services 4 framework goes live on 12 December 2025.

Technology Services 4 provides a flexible way for public sector organisations to buy technology services. This will help support digital change programmes throughout the UK.

Seven benefits for buyers and suppliers using Technology Services 4

The new agreement includes significant improvements to help remove procurement barriers. We based these changes on feedback from both suppliers and users of Technology Services 3. 

Benefits of Technology Services 4 include:

Better contract terms

New contracts manage issues like intellectual property rights, insurance limits and liability arrangements.

Increased flexibility

The maximum call off term has been removed. Buyers can choose their own contract lengths to align with the specific needs of their project.

Improved lots for faster buying

Customers can buy technology services from 2 different lots in one procurement exercise. This saves time and reduces costs.

Simpler procurement terms

New contract terms simplify procurement. They include shorter order forms, better Statements of Work, and clearer contract language.

Economic growth

Technology Services 4 supports economic growth by enhancing public services. It also offers potential cost savings of up to 20% compared to current market rates. You can reinvest savings in national priorities such as education, healthcare and infrastructure.

Better transparency and governance

The new rate card is redesigned for all roles in the Government Digital and Data Profession Capability Framework. This change makes sure there is better transparency and governance of public sector technology spending.

Fewer barriers

There are no limits on the number of suppliers which increases competition and ease of access.

Dr Philip Orumwense CBE, Chief Technology Procurement Officer and Commercial Director, Crown Commercial Service explains:

The Technology Services 4 framework builds on the highly successful Technology Services 3 agreement which proved to be very popular with central government and wider public sector organisations and suppliers. In developing this innovative and customer centric agreement, we have worked with partners across the central government and the wider public sector as well as suppliers and industry groups. 

Through extensive market engagement, intelligence, insights and direct feedback from Technology Services 3 users and suppliers we have directly addressed issues pertaining to contract terms, process complexity whilst enabling significant flexibilities. Buyers can now get all their technology services in one place through this agreement with approved suppliers.

RM6190 Technology Services 4 framework structure and scope

Technology Services 4 is the largest framework of its kind in the public sector and will run for up to 8 years. The longer framework term better meets buyers’ needs for long-term digital transformation projects. It offers stability for major technology changes that can take years to finish.

This approach aligns with the government’s commitment to partner with businesses. It aims to create good investment conditions and make sure growth benefits everyone across the United Kingdom.

Lotting structure for Technology Services 4

Technology Services 4 provides a single, comprehensive framework for all your technology needs. It includes 6 main lots and 3 lower value and complexity lots:

Lot 1: Technology and Digital Consultancy Services

Lot 2: Transition and Service Integration and Management (SIAM)

Lot 3 and 3a: End User Services

Lot 4 and 4a: Infrastructure Management

Lot 5 and 5a: Application and Data Management

Lot 6: Major Technology Services Transformation Programmes

How Technology Services 4 supports digital transformation

Technology Services 4 supports digital transformation by modernising public services. It provides access to technology solutions that improve efficiency and allows:

  • central government departments: to access technology consultancy services, system integration, and application development
  • local authorities: to buy end-user computing services, infrastructure management, and security solutions
  • all public sector organisations: to source comprehensive technology transformation programmes through one agreement

Access to artificial intelligence (AI) and automation tools 

Technology Services 4 includes ancillary services such as artificial intelligence (AI) and automation to promote access to innovation. The examples below show how this can help enhance digital services and meet public sector needs:

Local councils

You can use AI-driven digital planning apps. These tools help to reduce processing times from weeks to days. This makes home improvements easier and helps meet the Plan for Change goal of building 1.5 million homes.

NHS trusts

You can buy integrated technology solutions. These are solutions that combine multiple technologies, software and services into a single system. This can improve patient care and reduce admin work. They also enable data sharing across departments and enhance data management.

Government departments

You can procure services that include AI to augment and enhance the service offering across all areas of technology services. This can help to move away from legacy systems, augment IT helpdesk and ITSM service provisions through introducing efficiencies and cost savings. 

Supporting UK innovation

The agreement contributes to national economic growth by making it easier for smaller UK technology companies to compete for government contracts. They can do this through lower-value and complexity lots and a clearer bidding process. This approach boosts innovation by giving access to a wider supplier base. It creates demand for tech expertise, which helps the wider UK economy.

Find out more about Technology Services 4

Learn more about the Technology Services 4 agreement or contact the CCS Service Desk at info@crowncommercial.gov.uk.

British Parking Association partners with CCS to improve UK services

We are delighted to announce a new partnership with the British Parking Association (BPA). This partnership will promote commercial best practice and provide better value for parking solutions in the UK public sector.

The BPA is a not-for-profit membership association that represents the UK’s parking and traffic management sector. The partnership combines our commercial expertise as the UK’s largest public procurement organisation, and the BPA’s deep sector knowledge and wide network. 

By working together we will help public sector organisations:

  • run car parks more efficiently
  • improve services for citizens
  • provide good value for taxpayers

The partnership will support BPA members, including:

  • local authorities
  • NHS trusts
  • central government departments

 It will give them access to a range of parking solutions, including hardware, software, and maintenance services.

We aim to make the buying process simpler and more flexible. This includes removing barriers such as supplier limits and contract value restrictions. 

Simpler access to these services will make it easier to manage public parking sites and help public sector organisations improve the day-to-day experience for citizens.

Helping the public sector through shared expertise

The partnership will use our new RM6347 Transport Technology agreement, which has a dedicated lot for parking infrastructure and management services. This will support public sector organisations with citizen-focused services such as:

  • fair use of parking facilities, including protection of designated bays for Blue Badge holders and emergency access
  • back office platforms and applications that support accurate monitoring, show parking availability, and offer easier payment options
  • operational management services that support daily tasks
  • infrastructure and technology such as better access control, lighting, and CCTV

We will use the BPA’s expertise to shape future routes to market and guidance. This will support new ideas and help make sure agreements reflect the latest changes in technology, sustainability and customer service.

Philip Orumwense CBE, Commercial Director, Technology Category Group, Crown Commercial Service, said:

“We are delighted to partner with the British Parking Association. Parking is an essential public service, and by combining our commercial acumen and the overall Government and wider public sector demand with the BPA’s unrivalled industry insight, we can help our customers procure solutions that are not only cost-effective but also innovative and user-focused. 

“This agreement will simplify the procurement process and open up the public sector market to a diverse range of specialist suppliers, ensuring our customers have access to the very best the industry has to offer and that we can fully realise value for the nation.”

Alison Tooze, Chief Engagement and Policy Officer, British Parking Association, said:

“We are proud to be partnering with Crown Commercial Service on this transformative development for procurement in our sector. Parking plays a vital role in supporting local communities, businesses, and motorists.  

“This collaborative partnership will enable public sector organisations to access and be involved in the ongoing development of a modern and easy to use framework that assists them in delivering future ready services. By bringing together the sector expertise of the BPA’s extensive network with CCS’s procurement capability, we can help deliver solutions that are sustainable, efficient, and centred on the needs of the public sector and the people who use and benefit from their services. 

“This collaboration not only has the potential to raise standards in procurement in our sector, but also creates new opportunities for suppliers of all sizes to contribute to a market that delivers better parking services across the UK.”

Find out more

Visit the RM6347 Transport Technology agreement webpage to learn more about what goods and services are available.

You can contact the RM6347 Transport Technology team by emailing transporttechnology@crowncommercial.gov.uk.

Changes to our agreements in November

Welcome to our monthly commercial agreement update to help you with your procurement planning. We will publish it online each month and also share it in our newsletters and on our social media channels.

A commercial agreement, or agreement, can refer to frameworks, dynamic purchasing systems (DPS), open frameworks, closed frameworks and dynamic markets.

This update provides a brief summary of what has been awarded, extended or expired during the previous month. It also outlines what is due to expire in the next 3 months.

You can get an overview of all of our live agreements in our interactive digital brochure.

Agreements extended in November 

Agreements that expired in November 

Agreements due to expire in the next 3 months

Further information

If you need further details about any of these agreements get in touch.

You can also find out what new procurements we are working on by exploring our upcoming agreement page.

If you don’t currently receive our monthly customer newsletter why not also subscribe to receive these updates and more directly to your inbox? Fill in this short form.

CCS invests further £800,000 into training programme for local government

Crown Commercial Service (CCS) has announced further investment in the Contract Management Pioneer Programme (CMPP) to help improve commercial capability across the local government sector. 

This additional funding to support the CMPP through to April 2026 supports the Government’s commitment to kickstart economic growth, offering vital training and support to improve contract management capability.

These skills are vital to help authorities achieve their full commercial potential and achieve the maximum value for public money.

Since launching in November 2021, the CMPP has engaged with commercial colleagues from over 80 councils across England. As of March 2025, 92% of councils participating in

CMPP saw an improvement in contract management practices with 144 learners achieving full accreditation through the programme to date.

By investing further into the programme, CCS aims to:

  • improve contract management skills across local government
  • equip participating councils to sustain and build on improvements in the way they manage commercial delivery
  • inform and enable meaningful organisational change around contract management
  • empower colleagues to implement best practice and achieve the best value from the billions of pounds worth of contracts they manage every year

What is the Contract Management Pioneer Programme?

The CMPP programme is a collaborative partnership between CCS and Local Partnerships, a public sector consultancy jointly owned by the Local Government Association, Welsh government, and HM Treasury. 

The CMPP provides commercial capability training, provided by the Cabinet Office, to local government colleagues across the country.

It aims to enhance contract management skills and capabilities across the local government sector by:

  • offering funded training opportunities for commercial colleagues on the practitioner-level accreditation course, tailored to address practical challenges
  • working directly with councils to progress their contract management capability and
  • share the learning with other local authorities
  • creating networks for both learners and Senior Responsible Officers, to build communities of practice among participating councils
  • promoting knowledge-sharing, best practice and peer learning by fostering collaboration between councils, leveraging their collective experiences and insights
  • developing individualised improvement roadmaps for each participating council to target their specific transformation goals in contract management
  • offering innovative resources, including the CMPP toolkit and Business Process Mapping (BPM), to serve as legacy support for councils beyond the programme’s duration

The Government’s new National Procurement Policy Statement calls on organisations across the public sector to play their part in ensuring value for public money. The CMPP underpins this procurement priority by helping local authorities maximise the value in their purchases. 

This is achieved by putting the appropriate commercial capability and standards in place to allow these authorities to procure and manage contracts effectively, so they get the most for their money. 

David Bemrose, CCS’s Head of Account Strategy for Local Communities and Housing, said:

We are delighted to be able to continue our collaborative work with Local Partnerships and the Local Government Association to build meaningful commercial capability across the local government sector. 

This continued investment is a demonstration of the value CCS adds beyond cost savings to the public sector and how we use our expertise to achieve the best outcomes for local citizens. 

Lee Redmond from Orbis Procurement representing Surrey County Council, added:

The training available through the Contract Management Pioneer Programme is very thorough and I’m really impressed. If I go back a few years, the resources available were very limited, usually this meant having to invent our own tools, templates and approaches. 

If I fast forward to today the resources have increased phenomenally, and we don’t need to reinvent things which has helped capacity constraints and raises the standards in individual councils and across the public sector.

Learn more

Find more information about our work in supporting local government, visit our dedicated webpage.

To find out more about the CMPP, visit Local Partnerships’ website. 

We’re making our website easier to use – changes in November

A new navigation bar

You told us you found it hard to locate things on our website. We listened.

Working together with buyers and suppliers, we tested potential solutions and developed a new navigation bar.

The webpages and content remain the same, but how we’ve grouped them has changed. These changes should make it easier to find the information you need.

Improved agreement detail pages

Over the coming months, you’ll notice our agreement detail pages are evolving.

We’ve listened to your feedback and are now transitioning our agreements to a better page template.

The new page includes:

  • a linked contents section to help you navigate quickly to what you need
  • an ‘at a glance’ section that provides the most important information in tabs, reducing the need to scroll
  • a documents section that provides context on what each document is for and when to use it

We’re adopting a phased approach to this transition. All new live agreements will use the template from November.

On-page feedback

We recently added an on-page feedback feature at the bottom of each page. This means you can give us quick, actionable feedback.

We’ve already received thousands of responses that have helped us improve your experience and prioritise future improvements.

Help us continue to improve

The more you share, the more we can help. To share more detailed feedback, please use our website experience survey.

If you are interested in taking part in future rounds of user research, register your interest through our user research volunteer form.

CCS and DfE keep vital therapy going for children with severe learning disabilities

CCS and DfE helped Nexus Multi Academy Trust secure affordable energy for its schools during the cost-of-living crisis.

The new energy solution means children with severe learning disabilities across Sheffield and Nottingham can continue to access vital swimming therapy.

Swimming for children with severe learning disabilities

Swimming is an important therapy in schools for children with severe learning disabilities. It creates independence, self-esteem and an inclusive social setting.

The Nexus Multi Academy Trust runs 20 schools across Sheffield and Nottingham for children aged 3 to 19 who have severe learning disabilities.

Its mission is to create an environment where all students can flourish, supporting their academic and personal development.

An important part of this support is providing one-to-one swimming lessons in warm, sensory hydro pools. These specialist pools provide sensory stimulation, motor skill development and crucial therapeutic support.

The pools are vital for the health, motivation, learning, and physical skill development of the students, which in turn helps their families.

Kaley McRobbey, parent of a child who attends a Nexus school said:

My son, Max, has autism spectrum disorder, and has experienced challenging behavior since starting school. Swimming provides him with immense enjoyment, offering a time when he can laugh and joke freely.

Seeing him in the water brings us comfort during the difficult days. It’s truly special to see him relax and be the happy child we know he is, a side of him that isn’t always visible at home.

High energy prices threatened pool closures

Keeping the pools warm costs the Trust a significant amount of money. In 2022, energy prices around the world suddenly increased, leading to a cost of living crisis in the UK.

The Trust’s existing energy contracts were ending right when prices were spiking, which meant the heating bills would soon impact their budgets.

The Trust was concerned that they might have to close the heated pools that are a crucial part of the children’s physical and emotional support. They wanted to find a way to keep the pools open.

As Lana Stoyles, Head of Business Transformation for the Trust, explained:

In 2022, we faced huge energy price rises. Our fixed-price contracts were expiring, and we thought we might have to close our swimming pools. These pools are vital for our students and their wellbeing.

Working together creates value for the nation

Lana and her team began to explore the best energy deals for the academy, but found the market complex and difficult to navigate. They turned to our specialised risk-managed energy procurement service for support.

Diane Spencer, Commercial Manager for Energy at CCS explains:

Our recommended way to meet the academy’s needs was our Supply of Energy 2 agreement. This agreement offers more control over rising costs, through collective purchasing, helping to protect public sector customers like Nexus from pricing volatility.

Diane added:

Beyond the immediate savings, this framework gave the Trust greater budgetary certainty and stability in an often volatile market. We gave them confidence to focus on their core mission: education.

Department for Education and CCS work together on Energy for Schools initiative

In 2023, CCS and the Department for Education (DfE) worked together to bring all schools and academies under the DfE Energy for Schools umbrella.

Their goal was to simplify procurement, reduce costs, and stabilise school budgets in a highly volatile energy market.

Diane said:

Through this collaboration, schools can now benefit from the massive aggregated volume of all public sector energy purchased by CCS, the UK’s largest non-utility energy buyer. This buying power secures highly competitive, best-value rates that individual schools or smaller trusts could never achieve alone.

By working with both CCS and the Department for Education, schools can now get dedicated support for onboarding, queries, and energy management and save an estimated average of 36% compared to their previous high rates.

The new energy deal meant Nexus Trust could protect their vital swimming programmes for vulnerable children for the foreseeable future.

Warren Carratt, Chief Executive Officer of Nexus Multi Academy Trust said:

Working with CCS and utilising energy through the Energy for Schools Service has allowed us to protect our workforce and continually invest in a quality education for children and young people without cost liabilities restricting our decisions.

Working together means we can continue to break down barriers to opportunity as part of the government’s Plan for Change mission so every child, no matter their background, can achieve and thrive. Helping all children receive the support they need to flourish, regardless of their circumstances.

Value beyond cost savings

This meaningful collaboration shows how strategic public procurement can create real value for the UK, beyond cost savings. We support essential services across the nation, helping those who need them most.

Through collective purchasing power (otherwise known as aggregation), CCS helps public sector organisations get the best value for UK citizens.

Find out more