Guidance

Managing conflicts of interests, related party relationships and related party transactions: good practice guide

Updated 25 June 2025

Applies to England

© Crown copyright 2025

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This publication is available at https://www.gov.uk/government/publications/related-party-transactions-information-for-academy-trusts/managing-conflicts-of-interests-related-party-relationships-and-related-party-transactions-good-practice-guide

1. Introduction

This guidance will help academy trusts to:

  • understand and manage conflicts of interests, related party relationships and transactions with related parties
  • be confident they are complying with both the statutory and Department for Education (DfE)’s regulatory requirements for related party transactions

This guidance sets out the main principles and considerations which apply to conflicts of interests and related party relationships and transactions. It does not aim to cover all aspects. If academy trusts have complex arrangements or are unsure how to apply this guidance, advice should be sought from the academy trust’s auditor or other appropriately qualified professional.

In this guidance:

  • ‘must’ refers to specific requirements which are set out in the Academy trust handbook and statutory requirements that academy trusts must adhere to
  • ‘should’ refers to minimum good practice which academy trusts should apply unless they can demonstrate that an alternative approach better suits their circumstances

1.1 Summary

Conflicts of interests can arise at any time in an academy trust in the form of actual and perceived conflicts.

To effectively manage these conflicts, academy trusts should establish clear policies and procedures. This ensures transparency and accountability when dealing with related parties.

Every academy trust has related parties, these could be in the form of academy trustees or other individuals or bodies, and most trusts will enter into a related party transaction at some point.

The complexity and risk of conflicts of interests, related party relationships, and transactions with related parties being inappropriately managed, means they are often subject to additional scrutiny by the public, media and Parliament. Therefore, they:

  • must be conducted with honesty, integrity, and openness and align with The Seven Principles of Public Life (The Nolan Principles)
  • must be in furtherance of the objects of the academy trust
  • must be in the best interests of the academy trust and should benefit pupils
  • should demonstrate value for money with a thorough evaluation of alternative options
  • should comply with the principles for managing public money
  • should demonstrate fair and unbiased recruitment and employment practices
  • should avoid preferential treatment based on family connections

Conflicts of interest and connections with related parties should never compromise the integrity of decision making. Decisions should be made with impartiality and be able to withstand scrutiny and be in keeping with the academy trust’s scheme of delegation.

Clear documentation of the decision and the decision-making process should be maintained. This should include:

  • identification and nature of the conflict of interest
  • the measures taken by the academy trust to address and mitigate the conflict
  • the rationale for the decision
  • any follow up actions or mechanisms to evaluate goods or services against agreed standards

Decisions which involve perceived conflicts should be handled with the same diligence and propriety as decisions with actual conflicts. This ensures transparency, fairness and consistency.

2. Conflicts of interest

2.1 Identifying a conflict of interest

The correct identification of a conflict of interest by academy trusts is integral to:

  • ensure that appropriate management strategies are in place to mitigate any risks associated with the conflict
  • promote transparency
  • avoid perceptions of favouritism or impropriety
  • prevent compromised decision making
  • ensure propriety in the use of public funds

A conflict of interest is any situation where a person or entity has competing interests or loyalties which could or could be seen to influence their decisions and affect their ability to act fairly or impartially and in the best interests of the academy trust.

Conflicts of interests also arise where there is a benefit (or potential benefit) to a person (or entity) who are themselves connected to a person (or entity) involved in the day to day running or decision making of the academy trust. For example, their close family members, business partners, companies, or other organisations.

If academy trusts are in doubt about conflicts of interests, they should seek advice from their auditor.

Examples of conflicts of interest can be found in Conflicts of interest: a guide for charity trustees (CC29).

2.2 Managing conflicts of interest

It is important that conflicts of interests are well managed to promote transparency and integrity. Conflicts of interests which are inappropriately managed can harm the reputation of the academy trust  and lead to breaches of legal duties under charity or company law, and breaches of the trust’s funding agreement or the academy trust handbook. It is good practice for academy trusts to have:

  • a clear policy in place to effectively manage conflicts of interests
  • a clear process in place (or a point of contact) for individuals to report a conflict of interest

These should be regularly reviewed and discussed to assess the effectiveness of the controls in place and how risks are mitigated.

Academy trusts must:

  • maintain a register of interests as set out in the academy trust handbook
  • abide by their Articles of Association regarding conflicts of interests, this includes the requirement to disclose and record conflicts of interest immediately (model articles (June 2021) (Article 97))

The model articles (June 2021) state: ‘A Trustee must be absent from any discussions of the Trustees in which it is possible that a conflict will arise between their duty to act solely in the interests of the Academy Trust and any duty or personal interest (including but not limited to any Personal Financial Interest (Article 97))’.

The Charity Commission guidance: Conflicts of interest: a guide for charity trustees (CC29), provides advice on drawing up a conflicts of interests policy.

The Charity Commission has a 3-step approach to managing conflicts of interest. Find out more in Managing conflicts of interest in a charity.

2.3 Maintaining a register of interests

A register of interests is a formal record which sets out the business, financial and other interests of its members, academy trustees, local governors, senior employees and their close family.

Maintaining a register of interests:

The register of interests is a ‘live’ document, and boards of academy trustees must ensure it is kept up to date at all times. The register of interests should be updated as soon as:

  • any changes in circumstances are known
  • there are changes to the academy trust’s members, trustees or senior employees

Details of what must be captured within the register of interests are included in the academy trust handbook.

Those responsible for the procurement of goods or services for the academy trust should review the register of interest to identify conflicts before entering into a contract or agreement with potential supplier. This ensures conflicts can be managed appropriately and helps to prevent bias or the perception of favouritism.

2.4 Declaring a conflict of interest at board or committee meetings

It is best practice to have a standing agenda item at the start of board or committee meetings to allow for:

  • conflicts of interests in items for discussion to be identified
  • changes to existing declarations to be made
  • new declarations to be declared

A declaration should be made even if there is no financial gain (either directly or indirectly (for example, by a family member)), where a person’s relationship with other persons or entities may also influence their decision-making ability or where there could be a perception that they have been influenced.

Where an academy trustee discloses a conflict of interest, they should (unless otherwise specified in the academy trust’s articles of association) withdraw from the board meeting when:

  • the ‘conflicting’ agenda item is discussed
  • any vote or decision-making takes place

The academy trust’s Articles of Association may also state that the conflicted individual cannot count in the quorum where such decisions are being taken. Therefore, it will be necessary to ensure that the meeting does not become inquorate when the individual withdraws.

As good practice, these principles should also apply to committee members.

The board (or committee) minutes are a formal record of the discussions, decisions and actions which have taken place. The minutes should:

  • accurately capture when a conflict of interest has been declared
  • include any subsequent action taken to manage the conflict and the rationale for that action
  • be agreed by the academy trustees or committee members and signed by the chair

Related party relationships are defined in statute. Related parties include persons and entities with control or significant influence over the academy trust, and members of the same group (for example, parent and subsidiary companies, key management personnel and close family members).

The academy trust handbook sets out:

  • the principles which apply to related party relationships
  • the obligations of the:
    • academy trustees and chair of academy trustees (board chair)
    • accounting officer

Where there is doubt about what constitutes a related party relationship, advice should be sought from the academy trust’s auditor or other appropriately qualified professional.

A full description of what constitutes a related party relationship is included in the:

When a transaction takes place between an academy trust and a person or entity it is related to, the transaction becomes a related party transaction.

The Financial Reporting Standard (FRS 102 (section 33.8)) defines a related party transaction as a transfer of resources, services or obligations between a reporting entity and a related party, regardless of whether a price is charged. 

For any related party transaction, charity law requires that:

  • the conflict of interest needs to be managed
  • the transaction must be in the charity’s best interests
  • the benefit to the trustee or related party must be authorised

Examples of related party transactions for academy trusts include:

  • an incoming transaction, such as:
    • the donation of goods, services, property or money by a related party to the academy trust
    • through sales of goods or services by the academy trust to a related party
    • payment by the related party for the use of academy trust property or facilities
  • an outgoing or expenditure transaction, such as:
    • the purchase of goods or services (for example, IT, training, consultancy, or the use of tradespeople) from a related party
    • membership fees paid to a related party
    • investments by the academy trust in a related entity
    • the employment of a related party

3.3 Adherence to statutory and regulatory requirements

In the normal course of its operations academy trusts have autonomy over transactions. Therefore, it is vital academy trusts understand that adherence to statutory and regulatory requirements applies to all transactions, including those with related parties, to prevent legal or other challenges. This includes adherence to:

Academy trusts should ensure they fully understand or obtain relevant professional advice if they are:

Academy trusts must ensure they comply with their scheme of delegation when transacting with a related party. This ensures:

  • risks are mitigated
  • effective and clear governance arrangements are maintained
  • decisions are made at the appropriate level and have appropriate transparency, oversight and approval

Where academy trustees have delegated authority for procurement decisions to a committee or senior member of staff (including within its academies for local level transactions), they may wish to consider if an extra layer of oversight is required if the transaction involves a related party. If relevant this extra oversight should be included in the academy trust’s scheme of delegation.

Alignment with the academy trust’s procurement, recruitment or other policies

As set out in the academy trust handbook, academy trusts must have a procurement policy or financial framework in place which:

  • includes a competitive procurement procedure
  • reflects public sector procurement rules and thresholds

As best practice, academy trusts should also consider including in their procurement policy:

  • how the academy trust’s own internal delegation levels are applied
  • how transactions with conflicted or related parties are managed

There is particular emphasis in the academy trust handbook on certain related parties (outlined in the ‘at cost’ requirements section) who are deemed to have significant influence or control over the academy trust. Therefore, it is essential to ensure that the procurement process for these transactions is open and fair to safeguard public funds and mitigate risks (for example, of favouritism or inflated costs).

An open and fair process can include but is not limited to:

  • benchmarking costs of goods or services
  • requesting quotations
  • a competitive bidding process

Exploring alternative options enhances transparency and promotes fairness in decision-making.

Academy trusts should use the procurement method which best meets their requirements whilst adhering to their own procurement policy, DfE requirements and the statutory requirements. The same principles also apply to the academy trust’s recruitment or other policies.

If academy trusts are unsure whether they are adhering to statutory and regulatory requirements, advice should be sought from the academy trust’s auditor or other appropriately qualified professional.

Further information on preventing conflicts of interest from affecting decision making can be found in Conflicts of interest: a guide for charity trustees (CC29).

Care should be taken when transacting with related parties, especially those which could attract greater scrutiny involving persons or entities who could profit from the transaction.

The factors below should be considered before entering into a transaction with a related party.

Conducting due diligence

Conducting due diligence checks when dealing with related parties helps to identify and mitigate risks. The following checks are recommended, and constitute good practice in any transaction:

  • purpose - those making the decision must do so based on what is best for the academy trust. Consider if it:
    • is necessary and it is in the best interests of the academy trust (backed by documented evidence)
    • could compromise the integrity of the academy trust or could cause reputational damage
    • could cause unnecessary risks or challenges
    • could be considered novel, contentious or repercussive transactions
  • financial stability and insurance - assess if the related party is financially viable and able to fulfil any obligations and has appropriate insurance in place to mitigate any potential risks
  • capability and capacity - ensure the related party has all the skills needed to fulfil any obligations and can do so within the specified timeframe
  • quality and past transactions - evaluate the quality of previous goods or services provided by the related party and consider if they met the performance standards required, within agreed timeframes and to the agreed budget
  • value for money - ensure that all spending decisions represent value for money. This means, achieving the best quality and effectiveness for the least amount of money over the entire period of using the goods or services bought – it is not only about saving money upfront. Consider:
    • conducting a value for money assessment to ensure the transaction provides the best value for cost, quality, sustainability and benefits to the academy trust
    • exploring alternative options - comparing or benchmarking goods or services, or obtaining quotes obtained from other suppliers to ensure that costs remain proportionate and are not unduly inflated. Academy trusts may wish to consider using a DfE approved framework
  • performance tracking and monitoring - a mechanism should be in place to track and monitor performance of the related party against any agreed metrics or milestones to identify and address any issues before they escalate, including verifying the legitimacy of transactions and invoices to ensure there is no double billing or inflated costs
  • contract review and renewal - contracts should be evaluated on a regular basis to ensure ongoing relevance, satisfactory performance and delivery value for money. As part of good contract management, academy trusts should have a contract log in place to identify which contracts are due for renewal. Consider if any previous terms or the contract length needs amending, to reflect current needs. Contract length should:
    • be proportionate to the goods or services being procured
    • have an end date
    • not be entered into on a continuous basis
    • should have a defined termination clause in place which allows the academy trust to end the agreement if necessary. DfE requires some contracts including contract renewals with related parties to be reported in advance
  • written agreement - if the person to be paid is an academy trustee or a person they are connected to, a written agreement must be in place
  • service level agreement - where applicable, a service level agreement should be agreed which clearly outlines the goods or services to be provided, performance standards and outcomes to be achieved. The agreement serves as a reference point should the need arise to resolve any issues or disputes with the related party
  • statement of assurance and open book agreement – transactions which must be supplied ‘at cost’ (as set out in the academy trust handbook) must be procured through open and fair process and be:
    • supported by a statement of assurance from the related party confirming charges do not exceed cost
    • on the basis of an open book agreement, including a requirement for the supplier to demonstrate charges do not exceed the cost of supply

An optional checklist: things to consider when transacting with a related party is also available for academy trusts to complete.

There may be occasion where an existing supplier becomes a related party. In such instances, any existing contracts with the supplier can continue until they expire. Any new or renewed contracts after the related party relationship occurred must be provided ‘at cost’ if applicable, that is the supplier is a person (individual or organisation) set out in the at cost requirements section of the academy trust handbook. Clear documentation should be maintained to show when the relationship transpired.

4. Decision-making and transparency

4.1 The decision-making process

Transacting with a related party could offer the best deal. However, it is important for academy trusts to ensure an open and fair process is followed before entering into such a transaction. Exploring alternative options enhances transparency and this should be appropriately documented and assessed to determine which option:

  • best meets the specified requirements of the academy trust
  • is in the best interests of the academy trust
  • provides the best value for money

There are some instances where transactions may not need to be open and fair. For example:

  • in emergency situations
  • when using an approved DfE framework supplier
  • where only one supplier is capable of delivering the goods, services or works required (such as services to develop and protect the religious character and ethos of an academy trust and which can only be provided by the academy trust’s religious authority)

When making a decision to enter into a transaction with a related party, it is important to adhere to the academy trust’s Articles of Association, scheme of delegation and conflicts of interest policy to ensure there is transparency and accountability in the process.

Those who have a conflict of interest should not be involved in the decision-making process.

Conflicts of interest can occur at any time. Therefore, it is important these are:

4.2 Documenting the decision to enter into a transaction with a related party

Academy trusts should maintain accurate documentation (and retain the evidence) to demonstrate the rationale for entering into a transaction with a related party. This should include:

  • when the decision was made and approved and who by (ensuring any challenge provided is captured in the minutes)
  • how the decision was presented (including any data to inform the decision)
  • how the decision was discussed including documenting the conflict of interest and any steps taken to mitigate this (this should also include when the related party stepped away from the discussion or decision making if appropriate)
  • the names of the related parties involved and the relationship
  • the nature of the transaction, why it is needed and its purpose
  • the rationale for entering into a transaction with a related party including any:
    • risks associated with this and how these will be recorded, monitored and mitigated
    • restrictions that are imposed by the related party supplier
  • how the academy trust’s procurement policy and delegation limits were observed and any requirements for competitive procurement if applicable, including how market value or cost benchmarking was tested
  • what checks were carried out to ensure goods or services were provided ‘at cost’ where applicable
  • any follow up actions or mechanisms in place to track progress or performance of the goods or services provided by the related party
  • an audit trail of who in the academy trust has been informed of the related party relationship or conflict of interest and how this has been communicated

5. Paying academy trustees or a person they are connected to

5.1 Paying academy trustees or a person they are connected to for the provision of goods or services

The academy trust must ensure that any payments to its academy trustees are legally permissible.

Academy trustees cannot be paid for their role as an academy trustee unless this is stated in their Articles of Association or permission is granted by the Charity Commission.

Academy trustees can be paid for providing goods or services to the academy trust if this is permitted in the academy trust’s Articles of Association. This decision must be made by the academy trustees who are not conflicted with the related party and who must agree that the payment for the goods or services is in the best interests of the academy trust. The academy trust handbook also states that goods or services provided by academy trustees must be provided ‘at cost’.

The decision to enter into such a transaction should be documented by the academy trust. Before a payment can be made, a written agreement must be in place between the academy trust and the academy trustee or connected person – recording details of the proposed arrangements in the board minutes is not sufficient.

Academy trustees who are a partner or employee of an auditing firm are prohibited under the Ethical Standards for Auditors from acting in this capacity.

The Charity Commission guidance: Trustee expenses and payments provides information on the:

  • conditions that must be met before paying a trustee (or a person they are connected to) for goods or services
  • what must be included in a written agreement

6. Understanding DfE’s ‘at cost’ requirement

6.1 ‘At cost’ definition

The ‘at cost’ requirement (set out in the academy trust handbook) prevents specific persons and entities related to the academy trust and those they are related to from using their connection for personal gain.

‘At cost’ refers to the price at which goods or services are provided or sold to an academy trust without any mark up or profit added to the price and includes direct costs (the cost of materials and labour used directly in producing the goods or services) and indirect costs (a proportionate share of fixed and variable overheads).

It applies to transactions where the value of the transaction exceeds £2,500, cumulatively, in any one financial year (ending 31 August).

In practice, this means if a contract or multiple contracts with a related party pushes the yearly total (between 1 September to 31 August) above £2,500, the value of the transactions above £2,500 must be provided ‘at cost’ and therefore, without any profit to the related party.

Care should be taken to identify the nuances between DfE’s ‘at cost’ policy and the statutory requirements for related party transactions to ensure full transparency and compliance.

6.2 ‘At cost’ and Value Added Tax (VAT)

Related party suppliers who are required to provide goods or services ‘at cost’ must first determine the actual direct and indirect costs before adding VAT if this is applicable.

6.3 ‘At cost’ and transactions with a religious authority

For academies with a religious designation, the provision of services to protect and develop their religious character and ethos, which can only be provided by their religious authority, are regarded as meeting the ‘at cost’ requirement.

These transactions must still be reported to DfE in advance of the transaction taking place, but they do not require approval.

6.4 ‘At cost’ and professional services

Professional services refers to services which require specific expertise or qualifications. It includes services such as legal, consultancy and accountancy.

For these types of services, the cost for ‘labour’ (the work carried out) is often determined differently to the cost of labour in non-professional or unskilled services.

The cost for professional services should include a breakdown of:

  • billable hours for the specialism provided – examples of this include an hourly rate or flat rate for the service
  • other staff costs (for example, administration staff)
  • expenses incurred in providing the service
  • a proportionate share of overheads

Where services must be provided ‘at cost’, academy trusts should consider:

  • discussing the calculation approach with the supplier
  • benchmarking charges with alternative comparable suppliers to confirm the services represent value for money

7. Use of the academy trust’s premises

The academy trust handbook requires that an appropriate sum is paid to the academy trust if related parties listed in the ‘at cost’ section, are based in, or work from the premises of, the academy trust . This condition applies unless they are involved in tasks directly for the benefit of the academy trust, such as providing essential services.

The agreed sum should align with the market value of the space in use, ensuring it does not constitute a subsidy.

Both the academy trust and the related party should:

  • have a terms of agreement document in place which sets out how the premises will be used (including responsibilities for maintenance and insurance) and for what duration
  • review the terms of agreement periodically to ensure it remains relevant
  • ensure that they have received all of the appropriate consents to enable the space to be used

Academy trusts may receive donations from related parties. These can include:

  • unrestricted cash donations, allowing the academy trust to use the donated funds where they are needed most
  • restricted cash donations, where the funds must be used for a specific purpose as stated by the donor
  • in-kind donations in the form of goods or services

Academy trusts should exercise caution when receiving donations where these have ‘conditions’ attached to them. Especially where such conditions would or might require the academy trust to significantly alter the nature of its activities and could compromise the academy trust. For example:

  • requiring the academy trust to purchase goods or services from a specified supplier
  • making an interest-bearing loan to the academy trust
  • requiring that payments are made to a specified third party

In accordance with the Charities SORP (section 9.18), such donations from related parties must also be disclosed in the academy trust’s financial statement. These donations do not need to be reported via the online form.

9. Novel, contentious or repercussive transactions

Some transactions with related parties may be considered novel, contentious or repercussive (see the academy trust handbook for a full description). It is possible a transaction with a related party could fall into one, two or all three of these categories.

These transactions require greater scrutiny to ensure they align with the objects of the academy trust and require both DfE and HM Treasury approval in advance of the transaction taking place. Approval must be sought using DfE’s related party on-line form.

We recommend a full business case is submitted which sets out:

  • an overview of the proposal, including relevant background and context
  • clear objectives and how these align with the academy trust’s objects
  • benefits and disadvantages of the proposal
  • alternatives that were considered
  • a thorough financial analysis and value for money assessment
  • risk assessment and mitigation strategy
  • implementation plan

Examples of novel, contentious or repercussive related party transactions could include but are not limited to:

  • payment in advance of need
  • providing business start-up costs to a subsidiary company
  • non-contractual severance payments
  • investments which are considered high risk or unethical

It is important that academy trusts are transparent and disclose transactions with related parties in their annual accounts. This promotes openness and integrity, demonstrates that conflicts of interest are being actively identified, and risks associated with related party transactions are being appropriately managed.

Disclosure of related party transactions is also important for stewardship purposes to provide assurance that the academy trust is operating for the public benefit and that its academy trustees are acting in the interest of the academy trust and not for personal gain.

Academy trusts must disclose all transactions, (both incoming and outgoing or expenditure transactions regardless of their size) with related parties in their annual accounts. This includes transactions:

  • between the academy trust and its subsidiary, associate or joint venture
  • for academy trustee pay and other benefits and academy trustee expenses

As charitable organisations academy trusts must disclose all intra-group transactions as per the Charities SORP 23.4 and cannot take up the exemption afforded in paragraph 33.1A of FRS 102.

If no transactions with related parties have taken place, this must also be stated.

Further information on disclosing transactions with related parties is available in:

11. Accounting Officer (AO) and Chief Finance Officer (CFO) off-payroll appointments

The academy trust handbook requires academy trusts to seek prior approval for any new appointments where the accounting officer (AO) or chief financial officer (CFO) is not an employee of the academy trust. This also applies where an existing off-payroll agreement has expired.

Where an off-payroll request involves a related party, approval must be sought via DfE’s related party on-line form.

Further information on off-payroll appointments is available in Academy trusts: off-payroll appointments.

In general, charities need authority from the Court or the Charity Commission for any related party transaction that is not authorised under their articles of association,  funding agreement, or otherwise in law (see model academy article 6, 6.6e, 6.6f). Should this be the case, academy trusts should not make separate applications to DfE and the other body. DfE will arrange liaison between all the necessary parties.

Self-dealing in an academy trust arises when a trustee engages in transactions that personally benefit them, rather than acting purely in the best interests of the trust. This constitutes a breach of duty, as trustees are obligated to avoid conflicts of interest and maintain transparency in their actions. Instances of self-dealing may include a trustee utilising the trust’s assets for personal advantage, such as awarding contracts to their own business or making decisions that favour their own interests over those of the trust.

Further information can be found in Conflicts of interest: a guide for charity trustees (Annex 1).

Under the academy trust handbook, academy trusts are required to:

  • report all contracts and agreements with related parties to DfE in advance of the contract or agreement commencing or being renewed
  • seek prior approval for transactions with a related party for the supply of goods or services where the transaction exceeds £40,000
  • use DfE’s related party online form to report or seek approval

There are some exceptions to these requirements. See:

DfE requires 10 working days to make an approval decision, therefore sufficient time should be allowed for this.

Following DfE approval, academy trusts cannot amend the transaction value. Therefore, if there is a significant material variance in actual spend to the estimated cost at the year-end position, trusts should inform DfE of this via the customer help portal.

When reporting or seeking approval for a related party transaction, academy trusts must submit both the total value and the full duration of the contract or agreement and not the annual value.

For example, a 3-year agreement or contract with a total value of £60,000, comprising of goods and services c.£20,000 per year, must be reported as a single transaction for £60,000.

Where there are any areas of non-compliance with DfE’s requirements for related party transactions, the accounting office should report this in their ‘Statement on regularity, propriety and compliance’.

13. Intervention by DfE

Where DfE has concerns about financial management or governance in an academy trust, DfE may issue, and publish, a Notice to Improve (NtI). Before issuing a NtI, DfE:

  • may engage with the academy trust to provide support and guidance
  • will discuss any concerns with the relevant diocese or religious authority for academy trusts with a religious character and seek representations

If any wrongdoing is identified by DfE, this could trigger an investigation or result in a section 128 direction being given.

14. Contact us

If you have any questions about this guide, or about reporting, or seeking approval for a related party transaction, contact us using the Customer Help Portal.

If your query is about a related party relationship, you should seek advice from the academy trust’s auditor or other appropriately qualified person. DfE are unable to comment on this.

15. Further advice and support

For further information on conflicts of interests and related parties, see:

Information and technical guidance to help with interpretation and understanding of the Procurement Act 2023 is available in Procurement Act 2023 - Guidance documents.

16. Acknowledgements

We appreciate the support and insightful advice in creating this guidance from colleagues including:

  • members of the Academies Finance and Assurance Steering Group and Working Groups 1 and 3
  • Financial Oversight Simplification CFOs and members of the advisory group: Kevin Connor, Joe Scaife and Chris Trantham from Bishop Fleming, Keri Goddard from the Catholic Education Service and CFOs from the Catholic Education Sector
  • members of the Trust Governance Professionals group
  • Susan Fielden and Samira Sadeghi from The Confederation of School Trusts
  • Sabreen Marashli from the National Governance Association
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