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Equality, diversity and inclusion action plan 2023 to 2024

As the specialist regulator for social workers, we’ll continue using our influence to promote social work’s role in addressing inequality.

Equality, diversity and inclusion action plan 2023 to 2024

Introduction

Our purpose is to protect the public and raise standards across social work in England. We do this so that people receive the best possible support, whenever they might need it in life.

The Children and Social Work Act 2017 requires us to regulate social workers in England. We ensure public protection by (doing all of the following):

  • promoting and maintaining professional standards
  • promoting and maintaining public health, safety and wellbeing
  • ensuring public confidence in the profession

The principles of equality, diversity and inclusion are synonymous with being a social worker. Social workers champion people’s rights and support those that are marginalised. The social work profession is guided by values and principles of anti-discriminatory and anti-oppressive practice. This means social workers are uniquely placed to lead the way in achieving equality.

As the specialist regulator for social workers, we’ll continue using our influence to promote social work’s role in addressing inequality.

Our legal and regulatory obligations

Our legal and regulatory obligations guide our approach to EDI. However, we aim to go above and beyond these duties.

We recognise that many people experience discrimination, bias and inequity. This extends beyond those with protected characteristics (as set out in legislation). For example, people with caring responsibilities, or lower socioeconomic status. We take an intersectional approach in our work. However, there are times when we need to focus on specific inequalities. We’ll continue to use our influence to promote equality, diversity and inclusion for all.

The Equality Act 2010

We are legally obligated to comply with the general equality duty, as set out in section 149 of the Equality Act 2010. This prohibits discrimination because of the following protected characteristics:

  • age
  • disability
  • gender reassignment
  • marriage and civil partnership
  • pregnancy and maternity
  • race
  • religion or belief
  • sex
  • sexual orientation

The public sector equality duty requires us to have due regard to the need to:

  • Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act.
  • Advance equality of opportunity between people who share a protected characteristic and those who do not. We should do this by (doing all of the following):
    • removing or minimising disadvantages people face due to their protected characteristics
    • taking steps to meet the needs of people from protected groups (where these are different from the needs of other people)
    • encouraging people from protected groups to participate in public life (or in other activities where their participation is disproportionately low)
  • Foster good relations between people who share a protected characteristic and those who do not.

The Professional Standards Authority for Health and Social Care

The Professional Standards Authority for Health and Social Care is an independent organisation. Their role is to help protect the public. They do this by improving the regulation and registration of people who work in health and care. They oversee the work of 10 organisations in the UK, including Social Work England.

The Professional Standards Authority for Health and Social Care’s ‘good standards of regulation’ came into effect in January 2020. Standard 3 requires that we understand the diversity of (all of the following):

  • our registrants
  • people accessing our services
  • others who interact with us

It also requires us to make sure our processes don’t (do either of the following):

  • create barriers for people
  • disadvantage people with protected characteristics

Our work so far

Our first equality, diversity and inclusion action plan covered January 2022 to March 2023. It provided a strong foundation for us to build upon. Now, we transition to our next action plan. It’s important we take stock of our progress to date, considering (both of the following):

  • where we have delivered improvements
  • where we need to focus our efforts in future

As a regulator, we have:

Developed a clearer picture of the diversity of the workforce

We asked social workers to voluntarily share their data. Many organisations backed this campaign. These were (all of the following):

  • the British Association of Social Workers (BASW)
  • Social Workers’ Union
  • UNISON
  • ADASS (Association of Directors of Adult Social Services)
  • ADCS (Association of Directors of Children’s Services).

We want to thank the organisations that supported this campaign. We also want to thank the social workers who have now shared information on at least one aspect of their diversity. This was over 94,000 social workers (94.3% of the register). The data they shared included data on (all of the following):

  • disability
  • ethnicity
  • religion
  • sexual orientation
  • gender assigned at birth (where different from current gender identity)

We have included an initial analysis of the findings in the Social Work in England: State of the nation 2023 report. Now, we are doing more detailed analysis of the data. This will help us identify any trends or differences in outcomes for people in relation to their backgrounds. This means we can work to ensure our policies and processes are fair and equal to everyone.

This information will also support other leaders and policy makers to ensure their processes are fair too.

In the future, we’ll explore collecting diversity data from complainants. This will help address any potential barriers to raising complaints.

Co-produced Social Work Week 2023

We co-produced Social Work Week for the third time. This created opportunities for thousands of people to share experiences, insight and learning from all areas of social work. The number of attendees at this event has quadrupled in 3 years.

In March 2023, we hosted 19 online events with over 7,000 attendances. As ever, equality, diversity and inclusion was a core theme. This year’s theme was ‘respecting diversity through joint social action’. We delivered a session on World Social Work Day, looking at how we can move to tackle racism.

Other activities

We have (done all of the following):

  • updated our approach to our equality impact assessments. We based this on our learning over the last year. We also offered additional training on assessing the impact of our work
  • amended our online concerns journey. This was to reduce the potential impact of bias and prejudice when making a referral
  • continued to champion the role of the National Advisory Forum. It’s important that a diverse range of voices act as our ‘critical friend’. We have co-produced 47 pieces of work. We continue to deliver co-production training to further embed this approach across the organisation.

As an employer, we have:

Achieved awards and worked towards accreditation

We have (done both of the following):

  • achieved the Employer Network for Equality and Inclusion (ENEI) Talent and Inclusion Diversity Evaluation (TIDE) bronze award for 2022 to 2023
  • submitted our validation application to gain the ‘Disability Confident Leader’ Level 3 accreditation
Developed a positive action mentoring scheme

We have developed a pilot positive action mentoring scheme. This scheme created partnerships across the organisation. Partners shared learning and lived experience, fostering inclusion and understanding around the organisation. We actively encouraged applications from disabled employees and people from black and ethnic minority backgrounds. This is because these individuals are currently underrepresented throughout Social Work England. We also encouraged applications from LGBTQIA+ people. This is because proportionately we have a larger representation of LGBTQIA+ people but are aware that not everyone feels able to come out at work. We want everyone to feel they can be authentic and thrive at work. We encourage people to be open about their identity and needs.

Championed accessibility

We have launched a project to improve accessibility around the organisation. We’ll continue to build on this over the course of the year. This project covers 2 key areas:

  • auditing our digital services (including both our external website and internal services). This will ensure we are WCAG compliant and allow us to update our accessibility statement
  • educating staff on accessibility best practise. This will improve standards of accessible communication around the organisation
Improved our recruitment process

We’ve strengthened how we think about equality, diversity and inclusion during our recruitment and selection processes. We updated recruitment briefing information to share more information around bias and how to minimise it.

We also launched a targeted recruitment drive to appoint a new pool of partners. This focused on reaching people from diverse communities.

Relaunched our people forum and 'clumsy conversations'

We’ve relaunched our People Forum, with a new approach to membership. This was to encourage inclusion in decision making.

We’ve also continued to champion and develop a range of staff networks. These networks offer challenge and support to Social Work England. They influence the organisational culture and provide views on how we can best deliver services for our people.

Alongside this, we’ve refreshed our approach to our ‘Clumsy Conversations’ sessions. These sessions give people the confidence to engage in discussions about equality, diversity and inclusion (even when they feel unsure).

Our objectives and priorities

Our new strategy for 2023 to 2026 explains 2 main principles that guide us:

  1. equality, diversity and inclusion must be integral to and embedded in all we do
  2. we must always listen to, engage with and co-produce alongside those who are directly influenced by our work

Our EDI objectives for the next three years are therefore fully embedded into our strategy. These objectives are considered core business.

The objectives we’ll focus on this year are (all of the following):

  • share the data and insight we hold about the social work profession and our regulation. This will help us to support leaders and policy makers to drive change, and ensure our processes are safe and fair
  • ensure all social work students receive comprehensive and consistent education and training. This should be in a supportive and inclusive learning environment, to prepare them for practice
  • ensure that our registration processes are fair, responsive and efficient
  • further develop our digital channels and services. This is to ensure they are inclusive and focused on user experience
  • be a diverse and inclusive employer. We want to support and motivates our people, so they can deliver for the people we serve
  • continually develop and improve how we work. This will ensure we are a well-run organisation that delivers the right outcomes and provides value for money

The priorities and actions set out in this plan have been informed by (all of the following):

  • our legal responsibilities
  • our data and insights
  • feedback from our people
  • feedback from key stakeholders
  • wider issues across the health and social care sector

Review, reporting and governance

The Social Work England board will lead our commitment to equality, diversity and inclusion. They’ll hold our executive leadership team accountable for its delivery.

One of our executive directors owns each action in this plan. However, it’s everybody’s responsibility to ensure we achieve them.

We aim to be an organisation that proactively pursues our ambitions for equality, diversity and inclusion in all that we do.

Many of the actions outlined in this plan are developmental . Several actions build on the progress we made over the course of our last EDI action plan. Others aim to establish criteria that we can use to monitor progress in the long term.

We’ll review our organisational progress against these priorities every quarter. We’ll consider whether the objectives continue to be appropriate and relevant. We’ll also set further objectives where required, or when new priorities emerge.

Progress on the actions will be reviewed (in all of the following ways):

  • monthly by the Equality Diversity and Inclusion Steering Group
  • quarterly by the Leadership Team
  • at each meeting of the National Advisory
  • at each meeting of the Policy Committee
  • at each meeting of the Board

We’ll continue to publish an update on equality, diversity and inclusion in our annual report.

Our plan and objectives

Objective 1: Share the data and insight we hold about the social work profession and our regulation. This will help us to support leaders and policy makers to drive change, and ensure our processes are safe and fair

Action 1A: Develop analysis of the demographics of the social work profession. Use this analysis to better support our regulatory activities and (where appropriate), national policy development and workforce planning
  • Evidence: Routinely publish diversity datasets. These will include demographic data on fitness to practise referrals
  • Timeframe: Quarter 2 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 2, 5, 7
  • Business plan objective: 2.1, 5.1, 7.1
Action 1B: Monitor key sources of insight. For example: complaints, engagement, enquiries and fitness to practise. These will help us develop EDI themes to shape our work
  • Evidence:
    • annual thematic review at the decision review group. This will focus on equality, diversity and inclusion factors relating to fitness to practise cases
    • quarterly reporting on corporate feedback, complaints, progress of improvement, and corrective actions we’ve identified
    • quarterly insight briefings from engagement to inform our regulatory approach
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 2, 5, 7
  • Business plan objective: 2.1, 5.1, 7.1
Action 1C: Commission research into the social work workforce. This will include the impact of culture, and equality, diversity and inclusion considerations that effect recruitment and retention
  • Evidence: We'll share research and our response on the findings
  • Timeframe: Quarter 2 to 3
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 2, 3
  • Business plan objective: 2.1, 3.1

Objective 2: Ensure all social work students receive comprehensive and consistent education and training, in a supportive and inclusive learning environment to prepare them for practice

Action 2A: Complete and implement the readiness for professional practice guidance. This will offer clarity to course providers, to develop programmes that equip students to meet the professional standards. This includes a specific focus on equality, diversity and inclusion and anti-oppressive practice
  • Evidence:
    • establish education and Training Advisory Forum to consult on guidance and implementation
    • publish readiness for professional practice guidance
  • Timeframe: Quarter 1 to 3
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 4
  • Business plan objective: 4.1
Action 2B: Share learning and examples of how social work courses are embedding equality, diversity and inclusion in their design and delivery. This follows the implementation of our 2021 education and training standards
  • Evidence: Publish our learning from our education quality assurance activities
  • Timeframe: Quarter 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 4
  • Business plan objective: 4.1

Objective 3: ensure that our registration processes are fair, responsive and efficient

Action 3A: Identify opportunities to improve the fairness of our registration and advice processes. We’ll do this by reviewing our learning and data from the last three years
  • Evidence:
    • complete a review
    • identify actions for improvements in 2024 to 2025
  • Timeframe: Quarter 4
  • Action owner: Executive Director, Regulation
  • Strategic objective: 5
  • Business plan objective: 5.1
Action 3B: Explore the issues around international social workers and the potential impact on recruitment and retention
  • Evidence: Establish working group under the national workforce roundtable. This will address identified concerns
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 3, 5
  • Business plan objective: 3.1, 5.1, 5.2

Objective 4: Further develop our digital channels and services, to ensure they are inclusive and focused on user experience

Action 4A: Continue to carry out inclusive research and user testing when developing new or existing digital services
  • Evidence:
    • testing done and improvements made
    • develop a user research database, so we can gather more continuous feedback on our content
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 8
  • Business plan objective: 8.1
Action 4B: Continue to ensure that our communications routinely reflect the voices and experiences of the diverse audiences we serve
  • Evidence:
    • review of content to ensure we include the voices of those who are less represented
    • regular content that reflects the voices and experiences of our diverse audiences
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 8
  • Business plan objective: 8.1
Action 4C: Conduct a thorough accessibility audit using an external supplier. This will identify any legacy accessibility issues
  • Evidence:
    • complete audit
    • implement reccommendations
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 8
  • Business plan objective: 8.1

Objective 5: Be a diverse and inclusive employer, which supports and motivates its people so they can deliver for the people we serve

Action 5A: Enhance our understanding of the make-up of the workforce. This will improve our recruitment approach and increase diversity

We'll do this through (all of the following):

  • continuing to support and encourage our people to upload their diversity data and analysing the following data by diversity profile to identify any inequalities: leavers questionnaire, grievances, disciplinaries, probation extensions, promotions
  • using targeted recruitment methods to attract applicants from diverse backgrounds (where appropriate)
  • reviewing and updating website information on organisational culture and work benefits
  • Evidence:
    • attract a wider range of candidates and increased diversity (2024 to 2025)
    • 80% diversity data completion rate
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5B: Complete the evaluation of the positive action mentoring pilot. Roll out the new programme based on learning and recommendations from the pilot
  • Evidence:
    • evaluation and recommendations
    • new programme rolled out
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5C: Continue to support our staff networks and forums to develop and play an active role in shaping our culture
  • Evidence:
    • rolling programme of training and resources to support network chairs
    • include network activity in quarterly reporting
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5D: Complete the review of people policies. Ensure they are fair, accessible, robust, and fit for purpose
  • Evidence: Updated policy review register and equality impact assessments
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5E: Evaluate the impact of our Workplace Adjustment Passport, which offers tailored support to individuals
  • Evidence: Summary report and recommendations
  • Timeframe: Quarter 3 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5F: Measure our progress on areas such as recruitment, training and communications using external tools and resources

This includes:

  • the talent inclusion and diversity evaluation (TIDE) benchmarking tool from the Employers Network for Equality and Inclusion (ENEI)
  • Race at Work Charter
  • Mindful Business Charter

We’ll also build on actions identified during Disability Confident accreditation.

  • Evidence:
    • our scoring improves annually in identified areas
    • our diversity charter “check in” tool shows our people feel we are making continual progress building an inclusive culture
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5G: Continue to publish gender pay gap reports. We’ll also introduce ethnicity and disability pay gap reporting to identify improvements
  • Evidence: Pay gap reports published on our website
  • Timeframe: Quarter 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5H: Review our mandatory equality, diversity and inclusion e-learning offer based on the feedback we have received
  • Evidence: Roll out updated training
  • Timeframe: Quarter 1 to 2
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5I: Develop a bespoke learning offer for the board. This includes a specific focus on equality, diversity and inclusion
  • Evidence: Needs analysis complete and informs the bespoke learning offer
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support / Board
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5J: Review and develop our core learning pathways for key regulatory functions. This includes a specific focus on equality, diversity and inclusion
  • Evidence: Develop learning pathway framework
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 5, 9
  • Business plan objective: 9.1
Action 5K: Review our needs and design and deliver focused leadership development. This includes a specific focus on inclusive leadership
  • Evidence:
    • needs analysis complete
    • development programme in place
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5L: Support the creation of a diverse pool of board members through participation in the Boardroom Apprentice Scheme
  • Evidence:
    • apprenticeship complete
    • identified opportunities to support future apprenticeships
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1
Action 5M: Develop a strategic approach to internal communications. This will highlight the importance of diversity and inclusion
  • Evidence: Clear plan detailing our approach by quarter
  • Timeframe: Quarter 1 to 4
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 9
  • Business plan objective: 9.1

Objective 6: Continually develop and improve how we work, ensuring we are a well-run organisation that delivers the right outcomes and provides value for money

Action 6A: Improve equality impact assessment governance processes
  • Evidence:
    • relaunch of a cross-organisational review group
    • updated leadership and board report templates. These will include an equality impact
    • project team has updated their processes to include an equality impact assessment at the initiation stage of every project
  • Timeframe: Quarter 1
  • Action owner: Executive Director, Professional Practice and External Engagement
  • Strategic objective: 10
  • Business plan objective: 10.1
Action 6B: Do a diversity and skills review to identify areas of development within the Audit, Risk and Assurance Committee
  • Evidence:
    • review completed
    • reccommendations implemented
  • Timeframe: Quarter 1 to 2
  • Action owner: Executive Director, People and Business Support
  • Strategic objective: 10
  • Business plan objective: 10.1
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