Practical insights on the GCA framework: How trusts can turn supply spend into strategic advantage

With the Department for Education's new requirement for academy trusts to use the Government Commercial Agency (GCA) supply framework, or demonstrate a compliant alternative, many sector leaders are asking the same questions:

• What exactly is changing?
• Why has the DfE introduced the framework?
• What does good supply management look like now?
• How can trusts use this opportunity to build a smarter workforce strategy?

In our latest webinar, Practical Insights on the New GCA Framework and a Smarter Supply Strategy, we were joined by Beth Lord, Commercial Lead for Agency Supply at the Department for Education, alongside Gareth Gaston, Managing Director of Vision for Education and Charnice Scott, Director of Partnerships at Edwin. Together, they explored the policy changes, common challenges facing trusts, and the practical steps leaders can take now. 
 

Why the DfE has introduced the GCA framework

The new framework forms part of the DfE's wider Maximising Value for Pupils programme, which aims to help schools achieve better outcomes while making every pound work harder.

According to Beth Lord, the framework was developed in direct response to feedback from schools and trusts who were concerned about:

• Rising supply costs
• Inconsistent agency pricing
• Procurement compliance risks
• Variable safeguarding standards
• Limited buying power when negotiating contracts individually

The DfE's view is simple: schools should be free to focus on delivering the best possible outcomes for pupils, supported by recruitment partners who provide transparent pricing and efficient staffing solutions.


The reality: Most trusts don't have a supply strategy

One of the strongest themes throughout the webinar was that many trusts still manage supply staffing reactively.

Supply arrangements often evolve organically over time, with individual schools developing their own processes, agency relationships, and booking habits.

As Gareth Gaston explained, “There's no visibility or understanding of what supply spend has been spent at any given time. We don’t typically see that understanding of why they’ve spent money.”

Without the right data, it's difficult to identify patterns such as:

• High levels of planned absence
• Recurring vacancies in specific subject areas
• Excessive use of long-term supply staff
• Opportunities to recruit permanently

Understanding these drivers is often where the biggest savings can be found.

Reframing supply as a strategic workforce tool

A key message throughout the webinar was that supply should no longer be viewed as a standalone operational function. Instead, it should become part of a wider workforce strategy.

Beth highlighted that while reducing agency costs is important, trusts should also be asking deeper questions:

• Why are we relying on supply staffing?
• Are there recurring absence trends we need to address?
• Where are our recruitment gaps?
• Could we build stronger talent pipelines?
• Are there opportunities to convert long-term supply staff into permanent employees?

When trusts begin analysing supply data strategically, they can move from firefighting to workforce planning. This is where supply becomes a source of insight, not just a cost center.

What ‘good’ looks like

So, what does ‘good’ supply look like moving forward within the GCA framework? The discussion highlighted several characteristics of trusts that are already using supply strategically:

1. Central oversight

Successful trusts have a clear view of supply spend, safeguarding compliance and workforce trends across all schools.

2. Consistent standards

They operate with aligned supplier agreements, consistent rates and clear expectations around quality and safeguarding.

3. Strong agency partnerships

Rather than maintaining dozens of transactional agency relationships, they work closely with a smaller number of trusted partners who understand their schools, culture and workforce needs.

4. Data-led decision making

They use supply data to identify trends, forecast future needs and inform recruitment planning.

5. Long-term workforce thinking

Supply staffing is embedded within wider workforce planning rather than treated as a separate operational issue.

Understanding Lot 1 and Lot 2

The GCA framework offers two routes for trusts:

Lot 1: Preferred Supplier List

Trusts work directly with multiple approved agencies under the framework.

This model offers flexibility while ensuring compliance, safeguarding assurance and access to agreed framework rates.
 

Lot 2: Managed Service Provision

Trusts appoint a single managed service provider who oversees the wider supply chain on their behalf.

Benefits can include:

• One point of contact
• Consolidated invoicing
• Centralised compliance management
• Enhanced reporting and visibility
• Strategic workforce insights

The best solution depends on organisational structure, current supply arrangements, and long-term workforce objectives.

Practical first steps for trust leaders

For leaders wondering where to begin, Beth Lord recommended focusing on a few key actions:

1. Audit your current supply strategy

Understand:

• Which agencies you use
• How much you spend with each
• Where your largest spend categories sit
• Which supply staff are effectively operating as permanent team members

2. Review agency relationships

Many trusts discover they are working with dozens of agencies despite only using a handful regularly.

3. Identify workforce trends

Look for recurring patterns around:

• Sickness absence
• Recruitment gaps
• Hard-to-fill roles
• Long-term cover requirements

4. Build supply into workforce planning

Supply should be a bolt-in, not a bolt-on.

The most successful trusts use supply data to inform recruitment strategies, talent pipelines and long-term workforce decisions.

5. Start the journey now

While the Academy Trust Handbook requirements take effect from September, the framework is already live, and leaders can begin reviewing options, engaging suppliers and planning implementation now. 

Looking ahead

The new GCA framework represents more than a procurement change.

It is an opportunity for trusts to rethink how supply staffing fits into their wider workforce strategy.

As Beth Lord concluded during the webinar, the goal is not simply lower costs. It is about ensuring schools receive better value, stronger safeguarding assurances, improved compliance and ultimately better outcomes for pupils.

For trust leaders willing to take a more strategic approach, supply staffing can become a powerful lever for workforce stability, financial sustainability and long-term improvement.