不良研究所

Creating change and driving race equality through the SC-WRES improvement programme action plans

We explore how the Social Care Workforce Race Equality Standard (SC-WRES) is helping local authorities push for race equality through tailored action plans.

The Social Care Workforce Race Equality Standard (SC-WRES) improvement programme supports local authorities to make changes that can help them progress towards race equality. Through data-driven insights, it allows local authorities to develop action plans and drive change to improve equality.

The programme requires local authorities to collect and submit data on an annual basis based on nine indicators which highlight differences in experiences of Black, Asian and minoritised ethnic staff vs white staff.

Local authorities can then use their findings to develop action plans to support organisational change. It’s a continuous improvement process, as new practices are embedded into everyday behaviour with change monitored year on year.

Building on the test period with 18 local authorities, the SC-WRES is now in its second phase, with participation expanding to over 75 local authorities — up from 23 in the phase one. The data collected during phase one has been analysed and shared in our . Local authorities have used these insights to develop tailored action plans. A number of key themes have been identified within the action plans. And these are:

Governance and accountability

In general, we found the SC-WRES improvement programme is being incorporated into broader corporate equality initiatives, creating opportunities for sharing learning across adult and children’s services. Senior management teams are well-informed about improvement plans, and the SC-WRES is aligning with wider equality, diversity, and inclusion (EDI) workforce strategies.

There has been considerable progress in integrating SC-WRES priorities into corporate developments, with some authorities adopting an outward-facing approach by involving unions, employee networks, people boards, and local government councillors. Regional EDI and workforce networks are also being used to support SC-WRES work and foster collaborative projects on common challenges.

Data quality and availability

Some local authorities have found certain SC-WRES indicators challenging due to limitations in their data capture systems or issues with data quality, such as low staff reporting on ethnicity. This has prompted essential foundational work on improving data collection. Data for some indicators, like those related to workforce composition and senior leadership roles, is generally accessible, while others, including those focused on recruitment, harassment/bullying, and professional development, have proven more difficult. However, the SC-WRES is becoming a valuable performance tool, with councils taking the opportunity to embed these indicators when new data systems are commissioned. Improving data quality is crucial and must be a key focus. We’re hopeful that as data capture and quality improves, this theme will become less of a sticking point.

Workforce diversity

We’ve seen positive efforts to improve workforce diversity and recruitment, with local authorities prioritising these areas and investing in activities that enhance recruitment and retention. We’ve also seen participating organisations adopting a wide range of EDI interventions, including positive action to inspire and support staff from global majority backgrounds and to reduce bias among managers and leaders.

We are seeing multi-level approaches being used, such as involving leadership, awareness-raising, and policy improvements. Strategies are focused on fostering inclusion across the whole organisation, alongside targeted positive action for global majority staff. We’ve also noted that recruitment policies are being updated with practices such as anonymous recruitment and anti-bias measures, particularly within interview panels.

Leadership

Leadership interventions are a crucial part of the SC-WRES approach. We’ve seen local authorities focusing on developing leaders to inspire global majority staff and reduce bias among managers. This has included dedicated programmes and integrating EDI into mainstream development efforts. Positive action initiatives, such as reverse mentoring and coaching are also showing promise.

Some local authorities are taking the opportunity to run joint aspiring managers' programmes across their adult and children’s social care services. However, actions targeting senior leaders, like reflecting on senior cultures and developing senior leaders' roles in EDI, are less common.

While senior sponsorship for SC-WRES is clear, greater focus on top team culture and senior leaders' roles in EDI would make for better progress. Strengthening manager ownership and accountability for EDI outcomes is crucial for achieving sustainable impact.

Anti-racism

Local authorities are advancing their anti-racism efforts mainly through learning and continuous professional development (CPD) programmes. Examples include eLearning, listening circles, safe spaces, and allyship networks. Some authorities are exploring some innovative approaches, such as piloting a “freedom to speak up” guardian role with a focus on diversity, as well as a Named Lead for Inclusion within care services.

Disciplinaries and fitness to practice

Most SC-WRES action plans focus on improving policies, procedures, and related training to address disparities in performance discussions. Some local authorities are taking it further by exploring staff perceptions of fairness in performance management and enhancing managers' communication and relational skills. Interventions include unconscious bias and anti-racism training for employees and elected members, along with training for managers on managing performance capability.

Bullying

Staff surveys are a powerful source of informal feedback on culture, with improvements in policies and encouraging incident reporting also being popular. Some local authorities are linking these issues to the need for accessible corporate well-being programmes, raising awareness of unacceptable behaviour, and organising staff engagement events to build confidence in reporting systems. Actions to address unacceptable service user behaviours are perhaps less developed, though some authorities are adopting zero tolerance policies.

Final thoughts

While only a small number of action plans have been submitted for Phase one, it's encouraging to see the positive moves being made across these key areas. Each point highlights a shift prompted by the SC-WRES improvement programme. With continued efforts in future cycles, we expect to see more refined strategies and greater accessibility to areas that have so far been challenging to influence.

To find out more about SC-WRES visit the Social Care Workforce Race Equality Standard webpage.

For resources and support in driving equality in your workplace visit our .

Independent Advisory Group

The Independent Advisory Group (IAG) for the SC-WRES is an advisory group composed entirely of global majority social care professionals, leaders, academics and authors including people drawing on care and support. The IAG represents both adult social care and children’s social care. They provide expert advice and also collaborate with other social care organisations on SC-WRES. Tricia Periera and Godfred Boahen are co-chairs, Clenton Farquharson and Meera Spillett are co-vice chairs.

Race Equality Reference Group (RERG)

The RERG has been established to support 不良研究所’s commitment on championing equity, equality, and diversity. The group is made up of representatives from across the sector and includes people who work in and across social care and people with lived experience.

The RERG supports 不良研究所 to develop a positive and practical narrative on race equality and is chaired by Dudley Sawyerr.

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