Action plan 2024–2025

Q1 2024 

Ensuring we adopt the right format for our hearings

Q1 2024

Q4 2024 

• Review registration policies to improve applicant experience, including user experience design improvement as a key part of the paperless office in Registration programme 

• Engage with government on proposed provisional registration and other workforce policies and develop a provisional registration route if provisional registration comes into force

• Develop a policy for applicants with refugee status

• Explore additional capacity of ORE and target cost neutrality of the ORE   

• Determine feasibility/desirability of changes to the ORE, based on statistical modelling and evidence/intelligence

• Conduct a procurement exercise to determine ORE providers from 2025 onwards   

• Develop a comprehensive framework of routes to registration for professionals who have qualified overseas, while maintaining the standards that protect the public.

• Work with partners to review and improve signposting information on GDC website for those who may have a complaint or concern.  Changes implemented

• Maintaining equality, diversity and inclusion (EDI) as central to our approach, including drawing on existing research projects

• Capture EDI data for those who raise concerns with us and for witnesses in FtP cases

• Implement measures to ensure that our regulatory policy making does not unfairly disadvantage any groups 

• Clear guidance on when and how to complete Equality Impact Assessments, including training for staff  

Effective Q1 2024

Effective Q2 2025 

Effective Q4 2025

Effective Q4 2025

• Continued publication of the Fitness to Practise Statistical Report

• Revise policies for evidencing English language requirements

• New process for procurement over £15k, reflecting considerations around sustainability, social value and EDI

• Implement an EDI supplier charter, encompassing EDI values, as part of supplier terms & conditions 

• In line with the Data Strategy, procure an external consultant to perform a Data Maturity Assessment (DMA) to improve data capability and facilitate FTP data analysis 

• Improve EDI data capture with those who raise concerns with us and witnesses in FtP cases

• Collaborate with a diverse range of stakeholders, including representatives of minority groups, by actively listening and action upon feedback received  

• Use monitoring mechanisms to identify potential situations of unfairness and bias in Fitness to Practise referrals 

• Creation of an EDI Data Steering Group to baseline EDI data to understand gaps, with options presented ELT

• Continue the Data Strategy Group which is overseeing the Data Maturity Assessment (DMA) 

• Engagement events with the Dental Leadership Network

• Maintain membership with the Diversity in Dentistry Action Group (DDAG) to promote principles of EDI within the dental team

• Continue working with other organisations for further exploration and access to best practice, training, networking, guidance and research, including the Employers Network for Equality & Inclusion (enei), Disability Confident, Diversity Matters, the Inter-Regulatory EDI Forum, and the Racial Equality Inclusion Network (REIN) 

• Support employee networks to thrive and contribute to the culture of the GDC. 

• Develop an Attraction Strategy and plan  which will provide a more expansive platform to reach a wider range of candidates

• Review and evaluate the end-to-end recruitment journey for candidates to ensure that the application process is accessible, fair and inclusive

• Undertaking a change programme to enhance our organisational culture.

• Enhance our monitoring of data relating to colleagues’ protected characteristics so we can report effectively on this across the organisation. 

• Using the new Learning Management System to launch a continuous EDI learning programme for all colleagues, which will be refreshed annually

• Providing an effective welcome to the GDC is essential for new employees to be introduced to the culture of the GDC, which incorporates EDI learning into our onboarding and induction

• Continue to monitor and develop our approach to hybrid working, ensuring that it provides equal and appropriate access to opportunities for existing and future staff

• Deliver the ‘Total Reward’ program of work which will seek to ensure that the GDC’s pay and grading structures are fit for purpose.

• Developing improved approaches to talent management and succession planning

• Offer people managers support, equipping them to consider the needs of teams and individuals in relation to a range of factors, including wellbeing, engagement, performance and EDI.