Minimising Agency Use in Supported Living: Reliable Workforce Strategies That Work

High agency use is one of the biggest red flags in Supported Living tenders. Commissioners want to see reliable, relationship-based support β€” and that requires a stable, internal workforce. For guidance on rota design, see Staffing & Rota Models.

Why reducing agency use matters

  • People supported experience less anxiety and greater trust.
  • Risk reduces when staff know routines, triggers and communication needs.
  • Commissioners see a provider that is stable and well-managed.
  • Costs become predictable, improving long-term sustainability.

Practical strategies that actually work

1. Build and maintain a trained internal bank team

  • Recruit for values and train in the same induction as core staff.
  • Ensure they know individual plans before being deployed.
  • Treat them as part of the service β€” they should not feel β€œtemporary”.

2. Improve rota predictability

Unpredictable rotas drive turnover. Better rotas:

  • Use fixed patterns that staff can plan their life around.
  • Offer full-time or stable part-time hours where possible.
  • Avoid last-minute changes that push people out.

3. Strengthen retention through belonging

  • Weekly check-ins with managers or seniors.
  • Recognition for high-quality practice.
  • Clear development pathways into senior roles.

4. Use proactive recruitment pipelines

  • Always be recruiting β€” don’t wait for vacancies.
  • Use values-based hiring and scenario testing.
  • Build relationships with local colleges, job centres and community groups.

5. Clear escalation and emergency cover

Commissioners want to understand:

  • Who covers sickness at short notice.
  • How unsafe lone working is avoided.
  • How crises are supported without defaulting to agency.

Show the evidence in tenders

  • Low historical agency usage rates.
  • Retention figures and length of service.
  • Examples of maintaining stability during crises.

Minimising agency is not about cost β€” it’s about quality, trust and continuity. Providers who evidence strong internal resilience perform consistently better in Supported Living tenders.


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Written by Impact Guru, editorial oversight by Mike Harrison, Founder of Impact Guru Ltd β€” bringing extensive experience in health and social care tenders, commissioning and strategy.

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