Rising costs, increasing scrutiny and growing pressure on budgets mean education leaders are being forced to look harder at where money is being spent – and, crucially, what value it’s really delivering.
But taking control of spending doesn’t automatically mean changing suppliers, launching a disruptive retender, or ripping up long-standing partnerships. In fact, for many schools – particularly independent schools where tendering may not be relevant or desirable – the most effective action is far simpler.
It starts with asking one key question: How well are your services actually performing?
The right time
The strongest education leaders aren’t waiting for a crisis, a problem or a retender to ask the hard questions. They’re taking an ongoing proactive approach, using data and benchmarking to gain clarity, sharpen focus and make informed decisions – without unsettling pupils, staff or suppliers.
Here’s what school leaders should be doing
1. Review service strategy and performance
This isn’t about change for change’s sake. It’s about stepping back and assessing whether catering, cleaning and other support services are aligned with your school’s priorities – educationally, financially and operationally. Are standards consistent? Are services delivering what was promised? And are expectations clear on both sides?
2. Benchmark fees and standards
Without external reference points, it’s almost impossible to know whether your budget is working as hard as it could be. Benchmarking allows schools to compare costs and performance against peers, highlighting where value is strong – and where there may be room for improvement – without immediately triggering market disruption.
3. Introduce a culture of continuous improvement
High-performing services don’t stand still. Regular, structured performance reviews encourage consistency, accountability and innovation from suppliers, helping schools move beyond ‘good enough’ to genuinely best-in-class delivery.
4. Give procurement clearer visibility
Too often, procurement decisions are made with incomplete information. Greater visibility over performance, cost drivers and contract terms allows leaders to make confident, strategic decisions – while maintaining stability and trusted supplier relationships.
Clarity, not disruption
Taking control of school spending doesn’t require disruption – it requires clarity.
The most effective education leaders are asking the right questions now, using insights and benchmarking to stay in control of costs, standards and outcomes.
If you’d like a clearer picture of how your services are performing, get in touch with us here and we can help you ask the right questions.
The Litmus team
