eGDC
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Action plan 2024–2025
Action plan last updated 8 July 2025
Objective 1: Developing and supporting an inclusive profession that is equipped to provide patient-centred care to every patient
Embedding the new Safe Practitioner Framework
| How will we achieve this? | Due | Completed |
| Briefing sessions to training providers on implementation of the new Safe Practitioner Framework | Q1 2024 | |
| Agreement of Transition Action Plan for Safe Practitioner Framework with all providers | Q3 2024 | |
| Periodic implementation reviews with providers to discuss progress with implementation schedules for Safe Practitioner Framework | Q3 2025 | |
| Implementation of Safe Practitioner Framework (for providers without agreed extension) | Q3 2025 | |
| Ongoing monitoring against new Safe Practitioner Framework | Q4 2025 |
Setting clear standards and guidance on discrimination
| How will we achieve this? | Due | Completed |
| Develop Principles of Professionalism and underpinning guidance framework which encourages patient-centred professional decision-making | Q3 2025 | |
| Consult on Principles of Professionalism and guidance framework (revised due date from Q3 2025) | Q1 2026 | |
| Develop and publish supporting material in the framework to support and promote the importance of equality, diversity and inclusion in professional practice (revised due date from Q4 2025) | Q2 2026 | |
| Reviewing our recommended CPD topics and whether to include equality, diversity and inclusion. Any potential updates to the topics, if deemed necessary, would be implemented in 2025 | Q4 2025 |
Reviewing the Standards for Education
| How will we achieve this? | Due | Completed |
| Draft Standards for Education to be developed to include new requirement for education providers to demonstrate admissions process is fair, inclusive and transparent | Q1 2024 | |
| Public consultation on the draft Standards for Education which include new requirement for admissions process (see above) | Q2 2025 | |
| Revised Standards for Education with new requirement to demonstrate a fair, inclusive and transparent admissions process approved and published (revised due date from Q2 2025) | Q3 2025 |
Objective 2: Identifying and removing any barriers to patients, the public, dental professionals and partners encounter when engaging with us
Adopting the right format for hearings
| How will we achieve this? | Due | Completed |
| Consult on changes to the preliminary meeting guidance for panellists when giving directions on the format of hearings | Q1 2024 | |
| Publish updated guidance for Dental Professional Hearings Service panels when deciding the format of hearings | Q1 2024 |
Improving the registration process
| How will we achieve this? | Due | Completed |
| Review registration policies to improve applicant experience, including user experience design improvement as a key part of the paperless office in registration programme | Q3 2025 | |
| Engage with government on proposals for provisional registration and other workforce policies, and develop a provisional registration route if it comes into effect (dependent on government decision) | TBC | |
| Develop a policy for applicants with refugee status | Q1 2025 | |
| Explore additional capacity of the Overseas Registration Exam and reach the target cost neutrality on costs and fees | Q4 2025 | |
| Determine feasibility/desirability of changes to the Overseas Registration Exam, based on statistical modelling and evidence/intelligence | Q4 2025 | |
| Conduct a procurement exercise to determine Overseas Registration Exam providers from 2026 onwards | Q3 2025 | |
| Develop a comprehensive framework of routes to registration for dental professionals who qualified overseas, while maintaining the standards that protect the public (awaiting government decision) | TBC |
Making dental complaints more accessible
| How will we achieve this? | Due | Complete |
| Work with partners to review and improve signposting information on the GDC's website for those who may have a complaint or concern | Q3 2024 | |
| Maintaining equality, diversity and inclusion as central to our approach, including drawing on existing research projects | Ongoing |
Understanding who's raising concerns
| How will we achieve this? | Due | Complete |
| Capture equality data from those who raise concerns with the GDC and for witnesses in Fitness to Practise cases | TBC |
Objective 3: Making sure our processes and decisions are fair and consistent and embody the principles of equality, diversity and inclusion
Improving Equality Impact Assessments
| How will we achieve this? | Due | Complete |
| Implement measures to ensure that our regulatory policy making does not unfairly disadvantage any groups | Ongoing | |
| Produce clear guidance on when and how to complete an Equality Impact Assessment, and provide training for staff (date added, previously TBC) | Q3 2025 |
Supporting fitness to practise decision-making
| How will we achieve this? | Due | Complete |
| Revise guidance for the Interim Orders Committee to support consistent and fair decision-making, including new sections supporting risk assessment of discriminatory behaviour | Q1 2024 | |
| Revise guidance for practice committees to support consistent and fair decision-making, including new sections on considerations with reference to allegations of discriminatory behaviour (revised due date from Q2 2025) | Q4 2025 | |
| Revise guidance for case examiners to support consistent and fair decision-making, including new sections on considerations with reference to allegations of discriminatory behaviour | Q4 2025 | |
| Revise initial assessment and casework guidance to support consistent and fair decision-making, including new sections on concerns relating to discriminatory behaviour (revised due date from Q2025) | Q2 2026 |
Identifying over-representation in fitness to practise data
| How will we achieve this? | Due | Completed |
| Publication of the Fitness to Practise Statistical Report 2024 | Q2 2025 |
Responding to legislative developments
| How will we achieve this? | Due | Completed |
| Revise processes to implement Welsh language service requirements | TBC | |
| New strategy and process for procurement (over £15,000 value) reflecting equality, diversity and inclusion considerations | Q1 2025 | |
| Implement an supplier charter which encompasses equality, diversity and inclusion values as part of supplier terms and conditions | Q3 2025 |
Objective 4: Making sure our equality, diversity and inclusion action is guided and informed by insight gained through data, research and feedback
Using evidence, evaluation and monitoring
| How will we achieve this? | Due | Completed |
| Procure an independent data maturity assessment to improve data management throughout the GDC | Q3 2025 | |
| Collaborate with a diverse range of stakeholders, including representatives of minority groups, by actively listening and acting upon feedback received | TBC | |
| Use monitoring mechanisms to identify potential situations of unfairness and bias in fitness to practise referrals | Ongoing |
Gaining a better understanding of the workforce
| How will we achieve this? | Due | Completed |
| Creation of an equality, diversity and inclusion Data Group to guide and inform the GDC's approach on such data, with options presented to the Executive Leadership Team | Q4 2025 | |
| Continue the Data Strategy Group which is overseeing the data maturity assessment | TBC |
Working with our partners
| How will we achieve this? | Due | Completed |
| Engagement events with the Dental Leadership Network | Ongoing | |
| Maintain membership of the Diversity in Dentistry Action Group to promote the principles of equality, diversity and inclusion within the dental team | Ongoing | |
| Continue working with other organisations to explore and access best practice, training, networking, guidance and research, including the Employers Network for Equality and Inclusion), Disability Confident, Diversity Matters, the Inter-Regulatory Equality, Diversity and Inclusion Forum, and the Racial Equality Inclusion Network | Ongoing |
Objective 5: Embedding an inclusive workplace culture at all levels at the GDC, where all staff feel welcomed, integrated, valued and included
Developing our workforce
| How will we achieve this? | Due | Completed |
| Utilising our people partners to support managers to understand policies, so that our colleagues have a positive and rewarding experience throughout the employee journey | Q4 2024 |
Effective engagement with colleagues
| How will we achieve this? | Due | Completed |
| Support employee networks to thrive and contribute to the culture of the GDC | Q3 2024 | |
| Develop an effective internal communications and engagement strategy | Q2 2025 | |
| Use the results of the 2023 engagement survey to develop responsive action plans across the GDC, ensuring that the results of the survey are shared with our employee networks | Q2 2024 | |
| Review and improve the employee intranet | Q1 2026 |
Enhancing attraction and recruitment
| How will we achieve this? | Due | Completed |
| Develop an Attraction Strategy and plan which will provide a more expansive platform to reach a wider range of candidates | Q4 2025 | |
| Review and evaluate the end-to-end recruitment journey for candidates to ensure that the application process is accessible, fair and inclusive | Q4 2025 |
Enhancing organisational culture
| How will we achieve this? | Due | Completed |
| Undertaking a change programme to enhance our organisational culture | Q3 2025 |
Enhancing people data
| How will we achieve this? | Due | Completed |
| Enhance our monitoring of data relating to colleagues’ protected characteristics so we can report effectively on this across the organisation | Q4 2025 |
Improving learning and development
| How will we achieve this? | Due | Completed |
| Launch a continuous equality, diversity and inclusion learning programme for all colleagues using the learning management system, which will be refreshed annually | Q2 2025 |
Improving onboarding
| How will we achieve this? | Due | Completed |
| Providing an effective welcome is essential for new employees to be introduced to the culture of the GDC; one which incorporates equality, diversity and inclusion learning into onboarding and induction | Q3 2024 |
Monitoring flexible and hybrid working
| How will we achieve this? | Due | Completed |
| Continue to monitor and develop the GDC's approach to hybrid working, ensuring that it provides equal and appropriate access to opportunities for existing and future staff | Q3 2024 |
Reviewing pay and reward
| How will we achieve this? | Due | Complete |
| Deliver the ‘Total Reward’ program of work which will seek to ensure that the GDC’s pay and grading structures are fit for purpose | Q3 2025 | |
| Developing improved approaches to talent management and succession planning | Q4 2025 |
Enhancing management and leadership
| How will we achieve this? | Due | Complete |
| 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 equality, diversity and inclusion | Q4 2025 |
Equality, diversity and inclusion strategy 2024–2025
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Foreword from the Chair and Chief Executive Open Drop
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Why equality, diversity and inclusion matters at the GDC Open Drop
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Our legal obligations Open Drop
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Our approach Open Drop
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Our objectives Open Drop
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Objective 1 Open Drop
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Objective 2 Open Drop
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Objective 3 Open Drop
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Objective 4 Open Drop
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Objective 5 Open Drop
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Action plan 2024–2025 Open Drop