What is a ‘call-off’ and how to get the process right

What is a call-off?

A call-off is a contract between a buyer and supplier. You may also hear the phrase ‘call-off contract’, which means the same thing.

They are used to buy goods and services from a framework and they agree on the specific details of the order, such as quantities and timelines.

There is no limit on how many call-offs you can make. Buyers can issue as many call-off contracts as they need to under any framework to meet their needs. 

What is the call-off process?

A call-off process is a set of instructions a public sector buyer must follow when buying through a framework agreement. The 2 most common buying processes are:

  • direct award: when you place an order directly with the supplier that best meets your needs 
  • further competition: when you invite suppliers to bid for your business, for instance if you have more complex buying needs

The buying process you choose will depend on the framework you wish to use.

You can call-off through any Government Commercial Agency (GCA) framework. This includes frameworks established under Crown Commercial Service (CCS). 

The call-off process under the Procurement Act 2023

Under the Procurement Act 2023 (PA23) the buying processes have different names: 

How do I run a call-off process?

To run a call-off process it is important that, as a public sector buyer, you:

1. Know which procurement regulations you will be buying under

The Procurement Act 2023 went live in February 2025 and governs any commercial framework that began development after that point. Any framework developed before then still operates under the Public Regulations 2015.

2. Know the type of framework you are using

The Procurement Act 2023 introduced open frameworks. These work a bit differently from traditional closed frameworks, so you must check which framework type you are using.

3. Read the call-off contract terms and conditions

Keep in mind that each GCA framework will have its own set of call-off terms and conditions. These may vary from framework to framework due to the different markets and scope of products or services you can buy through them.

4. Check the buying processes that are available

Direct award and further competition are 2 of the main buying processes. But, you must check what buying process is allowed through the framework you have chosen. You can find this information in the specific framework’s buyer guide or on its webpage.

5. Read the framework buyer guide

All GCA commercial agreements are supported by buyer guides. These documents will break down the call-off process for that framework. Once you know the framework you would like to use, you can find the relevant guide by searching for the specific commercial agreement.

Carefully follow the buying process of your chosen framework to make sure your own process, and the outcome from it, is compliant with procurement regulations.

6. Publish transparency notices

If you are calling off under the Procurement Act 2023, you must publish a number of transparency notices about the procurement you are running. You can find more information about these notices and their sequencing on GOV.UK.

What happens at the end of a call-off process?

At the end of the call-off process you will need to complete and sign a call-off contract with the suitable supplier. This will become a legally binding agreement.

You will be able to identify the most suitable supplier for your needs once you have completed the framework’s call-off process. 

While a framework provides significant protection from commercial risks, you are still a contracting authority and must make your own assessments of potential risks, such as a supplier failing to deliver.

The supplier should only begin to provide your required goods or services once the call-off contract is signed.

What should you think about when completing your call-off contract document?

A call-off contract should contain specific information relating to key deliverables and the types of goods and services you are buying. This information would have been outlined as part of your call-off process and could include (but is not limited to):

  • what will be supplied and when
  • how it will be supplied
  • how much the goods / services will cost
  • what insurance requirements need to be put in place
  • contact details for suppliers and buyers
  • Key Performance Indicators (KPIs) or Service Level Agreements (SLAs) to allow you to ensure successful delivery, and offer protection if there are any issues

What are the benefits of using call-off contracts?

Here are some benefits to using call-off contracts:

Pre-agreed terms and conditions

GCA will set out the terms and conditions for call-off contracts up front when putting a framework in place. This means all suppliers who win a place on a GCA framework will have seen and agreed to use those call-off terms and conditions when contracting with buyers. This reduces time and legal costs and gives clarity for both buyer and supplier.

Cost savings

When you enter into call-off contracts with framework suppliers, you are able to secure predetermined prices for goods and services. This can save significant costs over time. For example, when large projects could last for months or even years, a call-off contract will help to make sure that the works remain within budget by securing prices for an agreed period within the contract.

Stability

By having a contract in place, you can be more certain about the availability of goods and services from your suppliers.This can help to avoid disruptions in the supply chain and make sure that your organisation has the resources it needs to operate smoothly.

Improved collaboration

Call-off contracts can help to build strong relationships and develop a deeper level of trust and understanding with their suppliers. This can lead to improved communication and collaboration, which can further enhance the efficiency of the supply chain.

Find out more

Ready to start using call-off contracts? You can:

If you require support using any of our agreements, contact us on 0345 410 2222 or info@gca.gov.uk.

How to get support with PFI and PPP contract management

What are PFI and PPP contracts?

Private Finance Initiative (PFI) is a procurement method where the private sector finances, designs, builds, and maintains public infrastructure (like hospitals, schools, and roads) through long-term contracts.

Public-Private Partnership (PPP) is a long-term contract between a government entity and a private company for the delivery and funding of public infrastructure or services. The private sector typically handles the financing, construction, and operation, while the government retains regulatory oversight and guarantees service delivery. In return, the public sector makes regular payments to the private-sector company. 

A typical contract lasts somewhere between 25 and 30 years. At the end of the term, responsibility for the infrastructure and services transfers back to the public sector authority.

Why PFI and PPP contracts require specialist knowledge

PFI and PPP contracts are designed to provide major infrastructure over the long term. They require careful management to protect public finances and ensure infrastructure remains fit for purpose. PFI and PPP contracts are complicated arrangements requiring specialist knowledge across:

  • contract law
  • asset management
  • surveys and audit
  • service delivery and transition
  • exit planning 

This means that the organisations using them do not always have the in-house expertise to handle issues, if they arise. 

Some common issues that public sector departments and local authorities encounter are:

  • managing contract expiry
  • renegotiating terms to allow for improvements and innovation

The PFI Centre of Excellence

To help contracting authorities, the government established the National Infrastructure and Service Transformation Authority (NISTA). NISTA operates a PFI Centre of Excellence. 

The PFI Centre of Excellence offers support for:

  • negotiating terms
  • working towards net zero
  • managing PFI contractor resolutions. 

They provide strategic guidance and asset-condition playbooks. They also offer training for authorities, including:

At GCA, we complement this guidance with practical, end-to-end procurement support. We also offer competitive, evaluated and monitored framework agreements for procuring PFI services. 

On top of this, our specialist PFI and PPP team offers holistic support across all 3 phases of project management:

  • in-life management
  • expiry support
  • future service planning

We align with NISTA to ensure our support remains consistent with the latest best practice. We also offer support from our category experts and Facilities Management Support team.

Framework support for PFI and PPP contracts

Frameworks help support public sector organisations using PFI and PPP contracts. They offer:

  • vetted PFI and PPP specific suppliers selected using a formal evaluation process
  • compliant procurement routes, supported by knowledgeable category teams
  • support throughout the PFI and PPP lifecycle from experts and support teams
  • lots developed and aligned using best practice guidance from NISTA
  • specialised PFI and PPP contract support services, such as:
    • audits
    • commercial and financial advice
    • legal experts
    • surveys
    • strategic advisors 

What practical support can GCA frameworks provide?

GCA frameworks are designed to address a broad range of PFI and PPP requirements. They provide structured procurement routes for public sector organisations at various stages of the contract lifecycle, including:

  • day-to-day operational management
  • contract expiry
  • service transition

If you need help with a PFI and PPP contract, the right starting point depends on the nature of your challenge.

Think about the challenge you’re facing. Common examples include:

  • technical or strategic advice on contract management
  • surveying or asset condition assessments
  • fire safety audits
  • specialist commercial or financial advice
  • legal support
  • facilities management
  • energy and decarbonisation

Once you know what you need, you can find the right route to market.

Facilities management 

For example, Lot 8 of our Estate Management Services 2 (RM6343) agreement is specifically designed for PFI/PPP services. Customers can currently use RM6232, which is available for awarded contracts until 8 March 2027. This is due to be replaced by a combined Facilities Management and Security Services framework (RM6378) in Autumn 2026.

Legal services 

Central government buyers should use Legal Panel for Government (RM6360). The wider public sector can use Public Sector Legal Services (RM6240). From Autumn 2026, you can use Legal Panel for Public Sector (RM6374), which includes PFI/PPP-specific advice in Lot 4.

Energy and decarbonisation

For energy and decarbonisation support, there are frameworks available to help manage supply, demand and renewables:

Options include:

Get in touch

We have dedicated teams supporting both the PFI and PPP programmes and each of our framework agreements. When difficulties arise, you can get help within days rather than weeks. 

Find out more about public procurement

Read about how to buy through framework agreements.

Discover more of our Procurement Essentials articles for helpful guidance on buying policies and processes. 

 

*From 1 April 2026, Crown Commercial Service and several Cabinet Office Central Commercial teams (operating under the Government Commercial Function) joined together to form the Government Commercial Agency.

How to evaluate bids in procurement

Many procurements involve a bid process, such as further competition or award with competition, where suppliers bid for a buyer’s business by submitting tenders. Tenders, also known as bids, are formal, written offers to the buyer’s request for goods or services. The buyer then evaluates the bids to choose a winner in a fair and compliant way. 

It’s important to have a well-planned and transparent bid evaluation process for your procurement. Doing so helps you reach the right decision and get good value for money.

Here is our guide on how to get it right.

How to carry out the bid evaluation process in procurement

Bid evaluation takes place after the deadline for tender submissions passes. 

Put simply, the bid evaluation process is when the buyer assesses bids to choose their preferred supplier for their contract. Under the Public Contracts Regulations 2015, awards were generally made on the basis of the ‘most economically advantageous tender’. However, under the Procurement Act 2023, this has been changed to the ‘most advantageous tender’, giving buyers more flexibility to focus on criteria beyond cost, such as social value.

When evaluating, you need to take a thorough approach, treating each bid fairly and equally and assessing it against the same criteria. You also need to keep detailed records to show how you reached your decision. A poorly planned and executed process could derail your procurement and lead to expensive legal challenges. 

Here is an overview of the steps involved in a bid assessment process.

1. Choose your evaluators

Firstly, take time to choose the right evaluation team for your procurement. Small groups work better than just 1 person, bringing a balanced perspective to the scoring process. Ideally your team should have a combination of financial, technical, and purchasing expertise.

For most people, taking part in an evaluation process is a step away from their day job. You should provide training and guidance from the outset, to help ensure a successful outcome.

Start by making sure your evaluators are clear on the bid evaluation process and what your requirement is. At least one member of the evaluation team, usually the procurement lead, should be well trained on the core principles of The Public Contracts Regulations (PCR) 2015 or the Procurement Act 2023 (PA23). This depends on the regulations that apply to the procurement.

The procurement lead should also ensure compliance with your organisational policies. 

All evaluators must be aware of the importance of confidentiality, equality and conflicts of interest. This might include them:

  • understanding that they should not share documentation with third parties 
  • knowing how to send emails and electronic documents securely
  • understanding the importance of treating bidders equally
  • completing a conflict of interest form at the start of the process

You will need to be able to show that your evaluation methods were fair, for instance if you receive a Freedom of Information request.

2. Make sure you keep accurate records

Keeping a well-documented evidence trail is essential during the bid evaluation process. Not having this can make it difficult to justify why a particular bidder won. You need to keep records that show why each bidder was given a particular score, and to give a full and helpful debrief to unsuccessful bidders. 

You will also need your records to create an evaluation report at the end of the process. We talk about the evaluation report in more detail at the end of this article. 

Your record keeping needs to provide clear evidence to show:

  • how the award criteria have been considered
  • how the scoring methodology has been applied
  • reasons for the evaluator’s decision

It is a legal requirement to keep all records for a minimum of 3 years from the date of contract award. 

For tenders under PCR2015, our eSourcing Tool enables Government Commercial Agency customers to conduct their procurements electronically and ensure an audit trail is maintained.

Tenders under PA23 are managed in much the same way through the Central Digital Platform. 

3. Allocate scores according to evaluation criteria

Scores should be allocated in accordance with your award criteria – sometimes also known as your evaluation model. 

How you score each bid usually considers 2 components: price and quality. How each of these components will be evaluated and weighted varies from tender to tender and depends on your requirements. This should be clearly stated in your tender documents. 

Buyers can decide what criteria to include in their evaluation, as long as they are:

  • relevant to the contract
  • specific and measurable
  • proportionate to the value and complexity of the contract
  • non-discriminatory and allow all suppliers to be treated equally

A copy of your criteria and scoring approach should be kept on hand for evaluators to refer to throughout the process. 

When scoring bids, it should be clear to evaluators what each score represents in order to ensure consistent application. Avoid using descriptions which are open to interpretation, such as:

  • 1 = Below par
  • 0 = Unacceptable

A more effective scoring document would read:

  • 1 = Insufficient evidence that the contract can be fulfilled; evidence is weak and / or incomplete
  • 0 = No evidence that they have the expertise or experience required to fulfil the contract

Evaluators must ensure that each tender submission is assessed against these evaluation criteria only. They should be objective and not award scores based on comparing tenders against each other.

4. Clarify bids

During the evaluation process, you might come across points in bids that are incomplete, unclear or are missing documents. In this case, you can ask for clarification.

During bid clarification, the bidder can be asked to clarify or complete the relevant information. It is not an opportunity for bidders to improve their bids and it must not provide a competitive advantage to a particular supplier. 

All bid clarification questions must be sent in writing, and the bidder must respond in writing. Make sure the evaluators are clear on your process and how to record questions and answers. There should be a single approved communication route for all correspondence with suppliers.

Finally, clarification questions and answers should always be included within the final contract to ensure they’re legally binding.

5. Moderate scores

The final stage of the bid evaluation process is score moderation. 

Once individual scoring is complete, evaluators send their scores and evaluation reports to a moderator for review. The moderator should be someone with strong facilitation skills who was not part of the original evaluation team.

The moderator will check for anything that might suggest an unfair bid evaluation process, such as:

  • comments that suggest an evaluator considered matters outside the actual bid, such as past experience
  • vague or incomplete score justifications
  • score justifications that are significantly more detailed for some bidders than others
  • inconsistencies between the awarded scores and the reasons given

Individual evaluators may come to different scoring conclusions. The purpose of the moderation process is to review these independent evaluation scores to reach an agreement. This is known as a ‘consensus score’.

The moderation process should not be closed until all evaluators and the moderator are satisfied with the scoring. 

6. Finalise the award process 

Once the moderation process is complete, the next step is to notify successful and unsuccessful bidders in writing. How exactly you do this depends on which piece of legislation the agreement falls under.

For agreements under PCR 2015

Under PCR 2015, this notice should contain required information including:

  • details of the winning bidder
  • the supplier’s scores and those of the winning bid
  • details of why the winning bid was chosen 

For agreements under PA23

Under PA23, these notices are referred to as assessment summaries. You must provide an assessment summary to each supplier that explains why they were successful or unsuccessful. 

However, unlike under PCR 2015, you do not need to provide a comparison between successful and unsuccessful tenders. You just need to provide all unsuccessful suppliers with a copy of the information provided to the successful supplier. 

In addition, an assessment notice may not always be needed. For details on the requirements, see the available guidance on GOV.UK.

7. Wait during the standstill period

A mandatory 10 day standstill period then follows. Exactly when this starts depends on the legislation:

  • for agreements under PCR 2015: when the standstill letters are sent out 
  • for agreements under PA23: when the contract award notice is published

This standstill period gives unsuccessful bidders an opportunity to:

  • consider feedback
  • request further information
  • call for a review of the decision

During the standstill period, it is critical to establish a single point of contact. Other members of the evaluation team should not engage in direct communication with any bidder. 

8. Complete an evaluation report

Finally, you should always prepare an evaluation report, which records the outcome and captures any evidence supporting your scores. This ensures that the process is properly recorded and can stand up to both internal and external scrutiny. 

Your evaluation report should include documentation of all relevant discussions, meetings and decisions. This includes emails, letters and even handwritten notes, however informal.

Find out more

With a better understanding of the bid evaluation process, you can make more confident decisions on your procurements. For your next steps:

How to promote your position as a GCA supplier

Being awarded a place as a supplier on a Government Commercial Agency (GCA) agreement is a great opportunity to promote your organisation to new and existing public sector customers.

By issuing effective communications on your new supplier status, you can make public sector customers aware of what you offer through our agreements. This can help you to:

  • win new contracts
  • increase your revenue
  • enhance your reputation
  • grow your organisation

Here are our top tips to help you position your messaging correctly and get the most out of your communications.

1. Get your message out

It might sound obvious, but being awarded a place on a GCA agreement is worth shouting about. You now have a chance to use your communication channels to share what you’ve achieved. This can help you to win public sector business.

You might want to put out a press release advertising your new status, post on social media, or even add the information to your website. 

This is because simply being a supplier on an agreement does not automatically mean you will win contracts. It is therefore important get your message out to the public sector, to capitalise on the chance to:

  • demonstrate your expertise
  • enhance your visibility
  • win new business

When you promote yourself as a GCA supplier, you are also promoting the GCA agreement through which you are supplying. With that in mind, do ask your category manager to review any communications you produce that reference GCA or your place on a GCA agreement before publication. This includes press releases, social media posts and website publications.

2. Use the correct wording

As a GCA supplier, you need to use the correct wording in your communications. This is to make sure you are presenting your position and GCA as an organisation correctly. It also helps potential customers find you easily. 

To make sure customers know how to find the right GCA agreement and buy from you:

  • include the full title of the agreement you have been awarded to and its RM reference code
  • specify the Lot(s) you have been awarded to – if you make clear which Lots you are on, it is easier for buyers to find you

If you mention GCA in your communications, we ask that you make sure you are using our approved wording explaining who GCA is and how we operate. You can find this wording in our marketing kit for suppliers. 

Finally, avoid saying you have been ‘selected’, ‘endorsed’ or ‘chosen’ as a supplier. You also should not refer to scores in the tender process. This is because this implies you have been chosen above other potential suppliers due to competitive factors. Once awarded, all GCA suppliers are considered equal.

3. Use our GCA supplier logo

We have produced a logo specifically for use by our suppliers to advertise your GCA supplier status in your communications.

This logo can be used on a variety of physical and digital materials, including:

  • business cards
  • webpages
  • email signatures
  • event stands
  • presentation slides
  • letterheads
  • promotional material such as brochures, leaflets, and emails

Using the GCA supplier logo helps you promote your approved status to public sector buyers, boosting credibility and trust.

4. Produce a case study

If you want to further highlight your success as a GCA supplier, you could also work with us to produce a case study. These showcase how GCA is working with suppliers to achieve value for the nation through the public sector. 

As all case studies are published on our website, this also helps you to promote your business to a wider audience. 

Case studies:

  • add a human angle to the topic of procurement
  • highlight your success stories
  • demonstrate the services you offer
  • explain how your business makes a real-world difference to people, organisations and communities
  • illustrate your experience in your market
  • can help secure new and repeat business for your organisation

Any case studies you produce should be shared with GCA through your category manager in the draft stage. We will then work with you to finalise the story for publication. Once a case study is published on our website, you are also welcome to use them in your own marketing activity. 

You can find examples of previous case studies on our website.

5. Use the available support from GCA

At GCA, we encourage you to make the most of the opportunity to put yourself in front of potential customers. Indeed, we provide support to help you do so.

We have created a dedicated marketing toolkit for you to use when crafting your communications. It provides useful resources to help you correctly communicate what being a GCA supplier means and the products and services you can offer. It also contains a full list of ‘dos and don’ts’ when communicating as a GCA supplier.

Our marketing toolkit also provides clear guidance around the correct use of our branding and logos, as well as a number of versions of the logo in different sizes and resolutions for you to use.

This toolkit should be provided to you as part of your agreement award documentation by your category manager. You can also find the GCA supplier toolkit on our website. 

Your category manager can also provide useful support on marketing yourself as a GCA supplier. We ask that all marketing communications are reviewed by them, not only so we can check that they are accurate and compliant, but also to ensure they are the best they can be.

Find out more

Interested in becoming a GCA supplier? Read more of our guidance:

Changes to our agreements in April

Helping you stay informed and confident in your procurement decisions

This update provides a summary of which agreements were awarded, extended or expired during the previous month. It also outlines what is expiring in the next 3 months.

Agreements extended in April

Agreements awarded in April

Agreements that expired in April

Agreements due to expire in the next 3 months

We’re here to help

Have questions about any of these agreements? Our team is ready to support you.

Stay ahead of what is coming

Explore our upcoming agreement page to see the new procurements we are developing, so you can plan with confidence.

Never miss an update

And finally, subscribe to our monthly customer newsletter using this short form. Get these updates and more delivered straight to your inbox.

Glossary

Our glossary defines the key terms we use, helping you navigate our website and buy with confidence.

Small business, national value: how Nuvoli is helping the NHS cut mobile waste

Your work phone connects you to colleagues, keeps you informed on the move, and helps you get things done wherever you are in the world. But have you ever stopped to think about what happens when it is no longer needed?

Every public sector phone has a lifecycle. How we manage that device lifecycle matters more than you might think. Smart mobile management is a simple way to cut waste and improve sustainability. 

How smart management cuts mobile waste

By rethinking how we manage mobile devices, unused technology can be reused, resold, or donated. This helps improve digital inclusion across the UK and creates real value for the nation through charities such as the Good Things Foundation – the UK’s leading digital inclusion charity. Its mission is to help everyone become digitally equal, able and safe, so that they can be happier, healthier and better off.

Every unused public sector phone donated to charity is an opportunity to bridge the digital divide. 

It could:

  • help a grandmother stay connected with friends and family through video calls
  • provide job seekers who cannot afford smartphones with access to learning and employment opportunities
  • support a family where children are sharing one device for schoolwork

Money saved. Waste diverted. More people connected.

Nuvoli, a telecommunications service provider and small and medium-sized enterprise (SME), recognised this opportunity and developed a bespoke telecommunications audit service. The audit can achieve up to 80% cost savings for organisations, including releasing cash from device trade in and recycling.

But their work goes beyond savings. 

Nuvoli also reviews: 

  • current spend 
  • device usage 
  • active connections 
  • the carbon footprint of an entire mobile estate

The audit takes around 15 minutes and gives organisations full transparency about their mobile usages across their estate. It identifies lines that are no longer active, highlights usage patterns and strengthens security by making sure devices and SIM cards are accounted for.

The biggest cost benefit is a comparison that Nuvoli conducts for customers across the tariffs on offer from the main mobile voice and data providers. This comparison can achieve savings of up to 70%, even when organisations stay with their current service provider. 

Reducing carbon and device waste

By taking note of the number of active connections and devices used within an estate, Nuvoli can also calculate the carbon footprint for the organisation, removing device waste and reducing CO2 output. 

For example:

  • not replacing a mobile phone saves 84.8kg of CO2 by avoiding the manufacture of a new device
  • for every inactive device that is recovered from an audit and then reused, it will generate 24p per 84.4kg

For every 100 phones recovered, Nuvoli typically recommends organisations:

  • keep 50
  • sell 40
  • donate 10 to charities such as the Good Things Foundation

Phones that may have been destined for landfill become a lifeline for people in need. This directly supports the government’s Digital Inclusion Action Plan. 

Nuvoli’s journey to becoming a public sector supplier

Having previously only supplied to the private sector, in 2022 co-founders of Nuvoli, Jason Standerwick and Bruce Harper made the decision to bid for a place as a supplier on our RM6261 Mobile Voice and Data Services agreement. 

Bruce explains: 

As an SME, we had always aspired to become a public sector supplier but felt we lacked the experience and knowledge to apply for a framework. After learning more about the Mobile Voice and Data Services agreement and specifically Mobile Audit Lot 3 – this changed everything.

Driven by our mission to help clients save money and streamline processes, we felt compelled to bid as we are passionate about extending our services to the public sector. From this point on, we committed 100% and put every ounce of effort into our response.

The bidding process forced us to rethink how we explained what we do and how we do it, which was time consuming, but we realised that the questions we were being asked about our business operations, whilst challenging, weren’t barriers. They were sensible requests, just expressed in a language we needed to learn.

Nuvoli won a place as sole supplier on Lot 3. 

Helping us find our feet and win business 

For a small business, trust is everything. We might offer better value, but without verified credentials, it’s an uphill battle. Becoming a Government Commercial Agency (GCA) approved supplier changed that. It opened previously closed doors and gave us an invisible seal of approval that built immediate trust with buyers, confirming we offer a genuine solution. 

Bruce said, continuing:

We’d won this opportunity, but we were apprehensive because we didn’t know what to do next. Gaining a place on a framework is one thing. Turning it into revenue was another challenge entirely.

For Nuvoli, everything changed when they met with the GCA commercial team and Commercial Practitioner Amber Jones became their dedicated representative. The support they received included pointing them towards opportunities, guiding and signposting to aggregation events, technology forums and market engagement support. 

Bruce adds:

It was just the right level of hand-holding. Our initial apprehension of dealing with the government quickly melted away.

A call from NHS London Procurement Partnership (LPP) changed everything for Bruce and his co-founder Jason. Through a collaborative agreement with GCA, NHS England now actively encourages trusts across the country to book free telecommunications gold audits worth £370.

200 NHS Trusts and counting

Nuvoli has significantly transformed its public sector engagement and now confidently helps the NHS manage its mobile estate.

Nuvoli has led them in carrying out audits across 200 trusts so far. In many cases, up to 25% of paid mobile lines were not being used. 

The results have been significant: 

  • up to 80% average rate saving on their mobile spend upon first using the rates available under the GCA framework
  • reduced waste across mobile estates – 500,000+ mobile connections audited
  • improved device recovery and reuse 
  • minimal administrative burden, as call-offs are managed through NHS LPP

Shah Miah, Category Manager, Digital & Technology Solutions at NHS LPP, says:

Donating or recycling mobile devices supports the NHS’s digital transformation and 10-year plan by reducing digital exclusion and improving access to services like the NHS App. It also contributes to net zero goals by extending device lifecycles, a practical example of how social value and sustainability can be delivered alongside improved patient outcomes.

Amber reflects: 

Watching Nuvoli grow and now delivering audits across NHS Trusts nationwide – that’s exactly why helping SMEs matters. Smaller suppliers can make a real difference when given the chance.

Following this success, a similar campaign is now planned for engagement within Local Government.

The change we are here to make

Every mobile phone reused is one less device in landfill. Every device donated to charity connects someone who was isolated. Every pound saved goes back into frontline patient care, helping to build an NHS fit for the future.

Nuvoli’s story shows what is possible when smaller suppliers are given a fair chance. It is about building a nation where we think about the environmental and citizen benefits of our procurement choices. Where creating value for the nation means something real.

Building on the successful outcome of the NHS audits, GCA aims to replicate this success across other sectors beginning with local government. By uniting the expertise of GCA Internal Stakeholders, including Category and CXD, and Nuvoli Ltd, we have identified 81 key organisations primed to benefit from this strategic campaign. We invite all local government organisations to leverage this collaborative campaign to identify cost-saving opportunities and enhance service delivery.

If you are interested in participating in this campaign, please contact Nuvoli Ltd directly at ccsenquiry@nuvoli.net. 

Inspired by Nuvoli’s journey?

Want to learn more? You can:

Transforming NHS infrastructure through NHS England partnership

A partnership between Government Commercial Agency (GCA)* and NHS England (NHSE) through the Construction Works and Associated Services 2/ProCure23 agreement (CWAS2) agreement has: 

  • supported the NHS in awarding £2.5 billion in healthcare construction schemes 
  • secured a future pipeline of future projects worth an additional £2.2 billion

The agreement enables the NHS supported by NHS England to procure design, construction and building services with capped rates and fees under the GCA agreement. 

Previous iterations of ProCure have supported the NHS in procuring over £10 billion worth of projects, helping to build an NHS estate fit for the future.

What the ProCure agreement offers 

Since launching in spring 2022, 89 contracts have been awarded covering 64 trusts through this Gold Standard agreement.

Benefits include:

  • capped framework rates and fees
  • access to approved suppliers with health and complex project design and construction expertise
  • NHSE implementation leads support, offered in an impartial capacity, free of charge
  • flexible call-off options for different project needs and values and complexities while making sure clients’ post-construction review compliance
  • standardised contracts, guidance and information papers 

Projects procured through ProCure 23

During 2025 to 2026, notable projects procured through the Construction Works and Associated Services 2/ProCure23 agreement have included:

  • a new Principal Treatment Centre for Children’s Cancer Services at Evelina Children’s Hospital, South London
  • construction of a new 21 bed intensive care unit at Kingston Hospital, South West London
  • two CDC developments for Warrington and Halton Teaching Hospitals NHS Foundation Trust
  • construction of a new 3-storey outpatients facility at North Manchester General Hospital

The agreement supports the government’s commitments to modernise NHS infrastructure while applying construction playbook principles.

All ProCure23 suppliers are committed to modern construction methods and net zero carbon techniques. This makes sure innovation is at the forefront of all capital provided within the NHS.

Dawn Matthias, Commercial Deputy Director for Construction at GCA, said: 

“CWAS2/ProCure23 has, together with previous ProCure commercial agreements, enabled trusts to deliver essential healthcare facilities faster, more cost-effectively, and with greater attention to patient and staff needs. We’re proud to see these projects continuing to make a tangible difference to healthcare provision across the country. GCA remains passionate about our commitment to our National Health Service and working together to positively change patients’ lives.”

Simon Corben, Director and Head of Profession for Estates and Facilities at NHS England, added: 

“ProCure23 builds on almost two decades of success of ProCure as a route to market for NHS capital projects. Now in its fourth year, this award-winning partnership with Crown Commercial Service has proven to be a cornerstone in addressing all aspects of the NHS’s capital requirements. This includes not only increasing our estate’s capacity with new developments, but also the crucial work of managing backlog maintenance, and reconfiguring spaces to better meet the health and care needs of our local communities.”

About the ProCure23 agreement

ProCure23 gives healthcare organisations access to approved suppliers for a wide range of construction services. It helps them expand and improve their estates to meet the health and care needs of their local communities. 

It runs alongside our existing RM6088 Construction Works and Associated Services agreement, which supports building and civil engineering projects of all values across the public sector. It helps our customers build everything from new schools and hospitals to prisons and houses. 

Together we are continuing to build an NHS fit for the future 

GCA will be launching the RM6320 Construction Works and Associated Services 3 (CWAS 3) agreement in March 2027. 

This will replace 3 current frameworks:

CWAS 3 will be an 8 year closed commercial agreement providing public sector organisations with a single route to market for all construction needs. 

It is designed to:

  • support projects of all sizes across the UK and overseas market
  • serve central government and the wider public sector 
  • make it easier for SMEs to work with government through dedicated lots and prompt payment

Find out more

Ready to get started? You can:

*From 1 April 2026, Crown Commercial Service and several Cabinet Office Central Commercial teams (operating under the Government Commercial Function) joined together to form the Government Commercial Agency.

What is a framework in procurement?

What is a framework?

In procurement, a framework is a long-term agreement between one or more buyers and one or more suppliers. It sets terms for future orders over a period of years. 

Frameworks help public and third sector buyers to procure goods and services from a list of pre-approved suppliers, with agreed terms and conditions and legal protections.

This streamlines purchasing for public sector buyers. Rather than having to draft a new contract each time they need to purchase goods and services, buyers can use the framework to make purchases over a period of years. This makes buying more efficient, predictable and cost-effective.

What can you buy through a framework?

There are tens of thousands of common goods and services available through Government Commercial Agency (GCA) frameworks, many of which were established under Crown Commercial Service (CCS). 

Goods include physical items such as:

  • laptops
  • police cars
  • electric vehicle charging infrastructure
  • building materials 

Services cover a wide range of functions, such as:

  • legal advice
  • digital experts
  • construction project managers
  • business travel solutions

Some frameworks include catalogues, which you can use for simple, everyday purchases such as office supplies. You can buy online for next day delivery, and you pay the price per item published in the catalogue.

How are suppliers chosen?

Suppliers bid to be awarded places on frameworks. Each framework is different, but as a general rule, suppliers have to show how they can provide the goods and services required and to an agreed standard. They may also need to explain how working with them will help you to generate social value, or meet carbon net zero targets.

GCA assesses the bids received from suppliers and awards places against the criteria listed in the framework’s documents.

The number of suppliers differs from framework to framework, depending on what is being offered. Some frameworks have only one supplier offering complex services, while others are designed to be open to thousands of potential bidders.

Once successful suppliers are awarded a place on an agreement, they can bid for work from public and third sector bodies who advertise tenders through that framework.

Many thousands of small and medium-sized enterprises (SMEs) currently have places on our GCA frameworks, alongside established, larger providers. We work to level the playing field for suppliers of all sizes.

Types of framework agreements

There are a few different types of framework agreements that are common in public procurement. This is because there are currently two different sets of procurement regulations in the UK:

  • Public Contracts Regulations 2015 (PCR2015) govern all frameworks that were awarded before 24 February 2025
  • Procurement Act 2023 (PA23) governs all frameworks that were awarded on or after 24 February 2025

Framework agreements under PCR2015

Under PCR2015, the normal style of framework is a closed framework, which typically runs for a maximum of 4 years, or up to 8 years in certain circumstances. New suppliers or services cannot be added to a closed framework after it has started.

You can buy from a framework under PCR2015 using:

  • direct award: when you place an order directly with the supplier that best meets your needs 
  • further competition: when you invite suppliers to bid for your business, for instance if you have more complex buying needs
  • Aggregated eAuctions – bringing many public or third sector organisations together to bulk buy things like laptops, network connections, or energy

Framework agreements under PA23

PA23 continues to use closed frameworks, as well as introducing a new type of commercial agreement: open frameworks.

Open frameworks

Open frameworks are more flexible. They can run for a maximum of 8 years, and must open at least once during that time to allow new suppliers to join and existing suppliers to update their service offerings. 

There are two ways to buy from both open and closed frameworks under PA23:

Framework lots

Frameworks are often divided into ‘lots’ by product or service type, and sometimes by region. This means that suppliers offering certain kinds of specialist goods or services can bid to join the lot that best suits their offer. Sometimes there might be different lots for suppliers in different geographic locations.

Other types of commercial agreements

Frameworks are a type of commercial agreement. You can also choose to buy goods and services through other types of commercial agreements such as:

Call-off contracts

A framework in itself is not a contract for purchases. The contract comes in when the specific details of a procurement, such as quantities and timelines, are finalised. This is known as a ‘call-off contract’.

A call-off contract is a template contract with many standard elements that all suppliers sign up to when joining a framework. Using call-off contracts can be much simpler than drafting individual contracts yourself.

You still have to develop and agree on the details of the contract to suit your circumstances, and then manage the supplier’s performance. In some situations you may need to get your own legal advice.

A framework does some heavy lifting for you and gives significant protection from commercial risks. However, even under a framework you are still a contracting body and must make your own assessments of risks, such as a supplier failing to fulfil their commitments.

When do frameworks end?

Once awarded, frameworks run for an agreed timeframe before ending. This is usually somewhere between 4 and 8 years.

After the framework ends, new contracts cannot be awarded, but existing call-off contracts can continue until they are fulfilled.

Every framework also has a top limit on the amount that the public sector can spend through it. This top limit will often be hundreds of millions, or even billions, of pounds. The top limit is published in the contract notice midway through the framework development process. 

If this limit is exceeded, the framework owner must run a new tender process, giving existing and new suppliers the chance to bid. However, the limit is usually set high enough that this is unlikely to happen within the framework’s planned lifespan.

Benefits of frameworks for public sector buyers

Frameworks offer public sector buyers several benefits:

  • time and cost savings: Save time and money by removing the need to run lengthy and expensive full tender processes for each procurement
  • quality standards: Buyers get peace of mind that suppliers are qualified and vetted, and can offer goods and services to an agreed standard
  • legal compliance: Frameworks are designed to comply with relevant procurement regulations and reduce the risk of legal challenges

Using a GCA framework means all you as a buyer need to do is follow the award process in the contract or in the customer guidance that we provide for all our frameworks. 

This gives you not only peace of mind that there’s a trusted partner looking after the framework and providing guidance along the way, but also provides further value to both you and the taxpayer.

Find out more

Ready to get started with frameworks? You can:

What is a Dynamic Purchasing System?

What is a Dynamic Purchasing System in procurement?

A Dynamic Purchasing System (DPS) is a type of commercial agreement that operates through an online marketplace. DPSs offer customers a quick, easy and flexible way to buy commonly used goods and services.

Public sector buyers can procure from a list of pre-approved suppliers. They also benefit from standard terms and conditions and legal protections. Within the DPS marketplace, they can easily find and engage with suitable suppliers. Buyers can then make purchases on largely preset contract terms. This makes the procurement process more efficient. 

What is the difference between a Dynamic Purchasing System and a framework?

As a procurement tool, a Dynamic Purchasing System is similar to a framework, another type of agreement. However, the biggest difference is that suppliers can join a DPS at any time. This increases competition and choice. It also ensures the DPS remains open to innovations, emerging technologies and new businesses.

This means that DPSs can keep up with evolving technology and markets. This benefits the public sector by enabling organisations to quickly access new capabilities. This is a quicker process than under frameworks, which suppliers can only join during a limited application window.

This is why DPSs are especially suitable for buying goods and services in fast-changing industries such as:

How does a DPS work? 

DPSs typically run in two stages.

In the first stage, suppliers who meet the preset criteria apply to join the DPS. When they are approved, they may be categorised within the DPS according to things like their:

  • specialism
  • credentials
  • capability
  • geographical location

In the second stage, contracts are awarded. During this process, public or third sector buyers use the DPS marketplace to shortlist suppliers that meet their needs. They then invite these shortlisted suppliers to bid for their contract. This process is known as buying through further competition. All DPS contacts must go out to competition. It is not possible to purchase through direct award.

What can I buy through a DPS?

You can buy almost anything through a DPS, from school supplies to NHS equipment. 

DPSs work best for public sector organisations who are looking for standard goods and services or innovative solutions in new and emerging markets. 

DPSs do not work for anyone looking to make a direct award or order a specific product or service from a catalogue, where there is no need for further competition. 

Some goods and services you can buy through a DPS include:

  • IT equipment and software
  • cyber security and AI services
  • building repair and maintenance services
  • project management
  • architectural design
  • temporary and permanent staffing
  • adult skills training
  • market research
  • food and drinks
  • office supplies
  • transport and accommodation bookings
  • specialised services such as carbon net zero solutions or specialised healthcare products

How long can a Dynamic Purchasing System run?

Unlike frameworks, which usually last for a maximum of 4 years, a Dynamic Purchasing System has no fixed length. This means that DPSs can run for any duration. The organisation that sets up the DPS determines its maximum length, and communicates this in the tender documents. 

For example, some DPSs available through Government Commercial Agency have a maximum duration of 4 years, while others last as long as 10 years or more.

DPSs and dynamic markets

It is worth noting that DPSs are slowly being replaced by a new type of flexible agreement known as dynamic markets. 

The Procurement Act 2023 introduced dynamic markets as a replacement for DPSs when it took effect in February 2025. 

However, many DPSs that were established by Crown Commercial Service before 2025 are still open for you to buy through. These agreements continue to be governed by the Public Contract Regulations 2015 instead of the Procurement Act.

Read our dedicated article about dynamic markets to learn how they differ from DPSs. 

How do Dynamic Purchasing Systems benefit public sector buyers?

Dynamic Purchasing Systems offer many benefits:

  • speed and ease of use: DPSs are easy to use and can cut procurement times to as little as 10 days
  • wider range of suppliers: since new suppliers can join at any time, DPSs give buyers access to a larger, more diverse pool of suppliers
  • competitive pricing: DPSs use ongoing competitions to drive innovation and cut prices
  • flexibility: buyers can filter suppliers according to their specific needs, for instance by targeting specialists or suppliers in specific areas

Our GCA DPSs are designed to support businesses of all disciplines, sizes and regional locations. By matching up public sector buyers with local suppliers, they help small and medium sized enterprises take part in public procurement. This levels the playing field for smaller businesses and provides value to both buyers and suppliers.

How to buy through DPSs: The Dynamic Purchasing System Marketplace 

You can visit our agreements page to see all of the open Dynamic Purchasing Systems available through GCA.

Once you have found a DPS that suits your needs, the DPS Marketplace provides access to all GCA DPS agreements. It can be used to shortlist suppliers to invite to tender and to request evidence from the winning supplier as part of your compliance checks, such as:

  • customer references
  • contract examples
  • insurance certificates

You should always read the customer guidance document for the DPS that you are using before commencing your further competition.

To register for the DPS Marketplace, you must be authorised as a public or third sector buyer. You can find more information on how to do this in our guide to buying through Dynamic Purchasing Systems.

Find out more

Ready to get buying with Dynamic Purchasing Systems? You can:

Changes to our agreements in March

Helping you stay informed and confident in your procurement decisions

This update provides a summary of which agreements were awarded, extended or expired during the previous month. It also outlines what is expiring in the next 3 months.

Discover all our live agreements in our interactive digital brochure – your complete overview at a glance.

Agreements awarded in March

Agreements that expired in March

Agreements due to expire in the next 3 months

We’re here to help

Have questions about any of these agreements? Our team is ready to support you.

Stay ahead of what is coming

Explore our upcoming agreement page to see the new procurements we are developing, so you can plan with confidence.

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Glossary

Our glossary defines the key terms we use, helping you navigate our website and buy with confidence.