How to tender for work, goods and services

How to tender for lower value contracts (up to £5,000)

The process for lower value contracts is easier than for higher value contracts but the same commitment to fiscal prudence applies. For contracts up to £5,000, our standing orders state that:

          "although no formal written competitive quotations are necessary, due regard shall be had in securing competition by verbal enquiry and written confirmation, where appropriate."

The process is much simpler than for medium to higher value contracts but you should still be aware of the stages we will go through before awarding the contract.

Supplying information

After contacting you to see if you are interested in the work, we may request some information that will help us choose between quotations. This will vary depending on the nature of the work, but you will be clearly informed of what it is that you need to supply.

Awarding the contract

A decision as to whether or not to use your company will be made on the basis of the ‘Most Economically Advantageous Tender' (MEAT). This means that we will not necessarily choose the cheapest option but look at other qualities as well. Prior to contacting you, we will have set the criteria by which we will judge quotations. 

Terms and conditions

These will vary according to the type, size and value of contract, but will be clearly stated in either the 'invitation to quote' or 'invitation to tender' documents.

Download our terms and conditions for purchase

Managing the contract

As part of our continuing commitment to ensure that tax payers money is being wisely spent, even for low value contracts we will monitor your performance and assess your compliance against pre-defined performance criteria (of which you will have been informed).

We strive to improve our own performance and consequently have high expectations of our suppliers. Your company must be capable of delivering the contract. We apply contract conditions fairly, particularly with regard to quality and performance. Where adverse performance is identified, you will be expected to investigate such shortfalls, feedback on your findings and rectify the situation. Examples of adverse performance might include; poor quality workmanship, regular delivery delays, little control of sub-contractors.