School procurement has become more visible than it used to be. Not because schools suddenly have more time to think about purchasing, but because the questions around purchasing have changed.
A few years ago, the conversation was often about price, specification and whether the solution could be implemented without causing too much disruption. Those things still matter a great deal. But they now sit alongside a wider set of questions: How was this product made? What happens to it at the end of its life? Can the supplier evidence responsible practice? Does this decision support the school or trust’s sustainability commitments?
For senior leaders, that creates a familiar tension. Governors and trustees want assurance that procurement is compliant, financially sound and aligned with wider priorities. Internal teams need decisions that work in practice, without creating extra workload or avoidable risk. Everything ICT helps schools and MATs manage both sides of that equation by providing a compliant and fully supported procurement service, access to trusted ICT suppliers and practical support in shaping requirements before decisions are made.
That kind of support is becoming more important because public procurement is now being asked to deliver wider value, not just compliant purchasing. The National Procurement Policy Statement, which came into effect alongside the Procurement Act 2023 in February 2025, places emphasis on public benefit, value for money and social and economic value across the commercial lifecycle. For school and trust leaders, that means procurement is no longer just a back-office process. It is increasingly part of governance, risk, finance, sustainability and reputation.
ESG is becoming part of the decision, not an add-on
ESG may have started as corporate and investment language, but its principles are now shaping public sector decision-making. For schools and trusts, that means procurement choices are increasingly being viewed through a wider lens: environmental responsibility, social value, supplier conduct and the quality of governance behind the decision.
That changes the questions being asked before a contract is awarded. It is no longer enough for a supplier to meet the specification and come in at the right price. Schools and trusts also need confidence that the solution has been considered across its full lifecycle, that the supplier’s practices are credible, and that the route to market is transparent, compliant and defensible.
For senior leaders, the point is not to turn every procurement decision into a sustainability project. It is to make sure the school or trust can show that important purchasing decisions have been considered properly. Governors and trustees may not expect operational detail on every device, licence or contract. They will, however, expect assurance that procurement is controlled, compliant and aligned with the organisation’s wider responsibilities.
Value for money now has a longer timeline
Value for money can no longer be judged mainly by the purchase price. That may feel uncomfortable when budgets are tight, but it reflects the reality of how ICT works in schools. Devices, infrastructure, networking equipment, classroom technology and software all carry costs beyond the initial invoice: energy use, maintenance, licensing, compatibility, staff training, support, refresh cycles and eventual disposal.
A low upfront cost can quickly lose its advantage if equipment fails early, consumes more energy, is difficult to manage or lacks proper aftercare. At trust level, the same issue can scale quickly. A decision that looks efficient across several sites may create problems later if supplier responsibility, reporting, asset management or end-of-life arrangements have not been properly tested.
This is why procurement conversations need to start earlier and cover more ground. Cost still matters, but it now sits alongside questions about lifespan, support, repairability, replacement, supplier accountability and whether the final decision can be evidenced clearly.
Everything ICT supports schools by helping them compare options across a broad supplier base, including solutions that consider sustainability, lifecycle value and operational fit. For senior leaders, the benefit is not more choice for its own sake. It is a clearer route through the market, with procurement support that helps turn priorities into a defensible decision.
Supplier responsibility is moving up the agenda
Schools and trusts are increasingly expected to understand who they are buying from, not just what they are buying. In ICT procurement, that expectation matters because suppliers often sit close to core operations: networks, devices, data, cyber security, safeguarding systems, classroom technology and day-to-day support.
If a supplier cannot respond quickly, evidence secure handling of data, maintain service levels, manage replacements or support responsible disposal, the consequences land inside the school. They show up as downtime, staff frustration, safeguarding risk, budget pressure or difficult questions from governors. For MATs, those risks scale quickly across multiple sites.
This is where sustainability and governance overlap. A responsible ICT decision is not only about choosing a solution with a lower environmental impact. It is about choosing a supplier, product and route to market that can be evidenced, managed and defended over time.
ICT has a bigger role in sustainability than many schools realise
When schools think about sustainability, attention often goes to estates: heating, lighting, insulation, waste and transport. Those areas are visible and often high impact. But ICT is now deeply embedded in school operations, which means ICT purchasing also needs a place in the sustainability conversation.
Every device has an environmental footprint. Every server, switch, screen and charging trolley uses energy. Every refresh cycle creates a waste question. Cloud services, printing strategies, device management and repair policies all influence the overall picture. The DfE’s sustainability and climate change strategy applies across the education and children’s services systems in England, and sets a sector-wide direction on sustainability and climate action.
ICT does not need to sit at the centre of the sustainability plan, but it should have a clear place within it. For senior leaders, the key question is whether ICT decisions are supporting wider aims around cost control, energy use, waste, resilience and responsible procurement.
A more consistent device strategy can reduce waste and support costs, while stronger asset management can improve safeguarding, budgeting and disposal. Print review, repair options, reuse and recycling all sit in the same space: practical ICT decisions that can support a school or trust’s wider sustainability and governance priorities.
Everything ICT can support these conversations by helping schools identify ICT products and services that fit both operational needs and wider sustainability aims, from device procurement and infrastructure upgrades to managed services, classroom technology, cyber security, software and responsible disposal routes.
Responsible procurement has to work beyond the meeting room
ESG-aware procurement is not about adding complexity for the sake of it. Schools have enough of that already. It is about making decisions that stand up to scrutiny.
For governors and trustees, procurement decisions need to be compliant, financially sound and aligned with the school or trust’s strategic priorities. For internal teams, the chosen solution has to work in classrooms, offices, server rooms and support queues. The decision needs to hold up on paper and in daily use.
A more robust procurement approach weighs cost, quality, sustainability, supplier responsibility, implementation risk and long-term value. It recognises that schools cannot do everything at once, but also that procurement choices made now will shape budgets, operations and environmental impact for years.
Procurement is now part of the sustainability story
ESG requirements are changing school procurement because they are changing what leaders are expected to account for. Price still matters. Compliance still matters. Delivery still matters. But they are now part of a broader judgement about long-term value and responsible use of public money.
For senior leaders, the opportunity is to bring procurement into sharper alignment with the organisation’s strategy. Not through slogans or paperwork for its own sake, but through clearer scoping, more rounded supplier conversations and evidence that stands up later.
ICT is a sensible place to start. It touches almost every part of school life, it carries significant cost, and it has a direct link to energy use, waste, security, teaching, administration and staff workload.
