Promoting equality, diversity and inclusion

We are committed to supporting and promoting equality, diversity and inclusion.

We have an overarching EDI action plan running in tandem with our three-year Strategic Plan 2023-26.

We have set two equality objectives to progress our continued journey to drive forward EDI.

Objective 1: Develop our EDI leadership

As an independent body overseeing regulation and registration and setting standards for organisations, we recognise we have an important role in championing EDI practice and outcomes. This is why our first equality objective is focused on developing our EDI leadership. We understand that developing our EDI leadership includes promoting EDI in our work and those we oversee. It also includes using our influence and convening powers to be timely, visible and current in responding to emerging and ‘new’ EDI issues, whist maintaining the profile of more longstanding and persistent EDI matters.

Our Strategic Plan sets out our aim to make regulation and registration better and fairer. In doing so it sets out our intention that by 2026 EDI indicators across the regulators and Accredited Registers show significant progress when compared to 2022/23.

Objective 2: Build an inclusive workplace

We recognise that creating and sustaining inclusive workplace practices requires continuous commitment and action. This is why our second equality objective focuses on driving forward EDI within the workplace and more specifically building and improving upon our existing inclusive practices.

PSA first self-assessment on equality, diversity and inclusion and reflections on progress made

We have published our first self-assessment on equality, diversity and inclusion (EDI). The purpose of the self-assessment was to evaluate where and how we can improve EDI outcomes in our own processes and in those we oversee.

To provide us with a structured and objective approach, we used the EDI Standard of Good Regulation. Our self-assessment was carried out between February and May 2024 and used a modified version of the Performance Review Standard 3 to make it more relevant to our work and functions. It reviewed our EDI performance from 1 April 2023 to 31 March 2024.

We committed to assess ourselves robustly and objectively as part of our EDI action plan for 2023-24. Our intention was to demonstrate leadership by holding ourselves to account for the quality of our work on EDI. We also wanted to identify areas for improvement that would be taken forward in our EDI action plan for 2024-25.

Reflecting on progress made on EDI

The PSA Strategic Plan 2019-22 referred to the importance of: regulation protecting the most vulnerable; having a diverse staff team; and further improving organisational culture and upholding the values of the organisation (respect, fairness, integrity, transparency and teamwork). We also introduced our first EDI Standard of Good Regulation in 2019.

In September 2020, we set up our EDI Working Group – a staff-led group to support and promote EDI across the organisation and in those we oversee. In November 2020, we commissioned an independent EDI review that was completed in April 2021. The review findings pointed towards many positive aspects of our work that supported and demonstrated our commitment to EDI. It also identified areas to work on in terms of strengthening the leadership of EDI; the analysis of EDI issues internally and externally; and a review of our people plans and HR practices. It specifically recommended establishing an EDI action plan. We published our first EDI action plan in spring 2022. We have now completed our 2022/23 and 2023/24 EDI action plans.

In our 2023-26 Strategic Plan, we have a strategic aim ‘to make regulation better and fairer’, which includes an objective ‘to promote and monitor equality, diversity and inclusion in our work and in those we oversee’. Over the past five years we have had a strong focus on EDI, our values, and creating a positive internal culture. In our most recent staff survey (November 2023), 92% of staff agreed with the statement, “I am treated fairly” and 97% agreed with the statement, “I am treated with respect”. We also had very positive responses to an additional survey on psychological safety in March 2024.

Our findings from the self-assessment

There have been many changes since our first EDI action plan was developed and we recognised these as we reviewed our performance over 2023-2024.

Most notably, we have enhanced our expectations in relation to EDI for those we oversee. A new EDI standard designed to strengthen our approach to EDI within our accreditation programme was introduced to the Standards for Accredited Registers in May 2023. We also amended the requirements for meeting our EDI Standard of Good Regulation, making them more comprehensive, at the same time.

In addition, we now have clear equality objectives providing focus for our annual EDI action plans and there is a strong governance structure to embed EDI across the organisation. Other changes include the introduction of personal EDI objectives for all staff, supported by a wide range of professional development opportunities; annual collection and analysis of staff and Board diversity data; the introduction of an Associate Board Member to increase Board diversity; establishment of a larger senior management team to further improve diversity of thought in decision-making; and wider user of equality impact assessments.

Even with these numerous positive achievements, we have been deliberately self-critical in our approach to the self-assessment in order to drive further improvements. Our overall finding was that we do not yet fully meet all the expected outcomes of the EDI Standard of Good Regulation. We identified several opportunities for improvement. We need to be stronger in collecting and using EDI data across all our functions and we need to examine where there may be potential for bias in our procedures. We also want to be better at hearing public, patient and service user voices..

We believe our self-assessment was a rigorous, fair and candid reflection of where we are now regarding EDI. We publish our findings as part of our commitment to continuing progress on EDI. We will carry out a self-assessment again by April 2025, when we expect to report good performance against the Standard. We will publish the outcome of this in summer 2025.

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A Q&A with the PSA's Associate Board Member - Ruth Ajayi

by Ruth Ajayi, PSA Associate Board Member | Jul 25, 2024

Ruth Ajayi joined our Board as an Associate Board Member in May 2024. The role is designed to provide experience of non-executive leadership roles. It came about as part of our first Equality, Diversity and Inclusion action plan to enhance the diversity of the PSA’s Board.

In this blog, in the form of a Q&A, we find out more about Ruth, why she applied, what she aims to bring to the role, and what she hopes to gain from the experience.

Welcome to our Board, Ruth. You have already attended one meeting in May and have just returned from Cardiff where you attended your second meeting, so it seemed timely to catch up with you and ask you for your first impressions.

Q. You have held a number of roles and have a lot of experience working in the health and care sector. What drew you to the role of Associate Board member for the PSA?

I have always been passionate about patient-centred care and public protection, and this role provides an opportunity to continue my work in this vital area at a strategic level. As a patient advocate, the mission of the PSA – "to protect patients, service users, and the public by improving the regulation and registration of health and social care professionals” – deeply resonates with me.

Having worked in various roles within the health and care sector mostly as a Programme Manager, I was looking to transition to a career as a Non-Executive Director. The Associate Board Member role provides me with the training and experiences necessary for this progression and allows me to influence healthcare on a broader scale.

Q. And did you know much about professional regulation before you applied?

My understanding of professional regulation was quite basic before I applied for this role. However, the interview preparation process gave me a good insight into the complexities and importance of professional regulation.

Q. What are you hoping to gain from the experience as an Associate Board Member?

I aspire to gain many things from my experience as an Associate Board Member. This includes becoming a competent and experienced Non-Executive Director by utilising the structured induction, mentorship, and tailored training opportunities provided by the PSA.

I also hope to contribute to the strategic direction and governance of the PSA by utilising my experience and adding to the diversity of perspectives around the Board table.

Lastly, I aim to strengthen my professional network and build confidence in board-level responsibilities. This experience will prepare me for future Non-Executive opportunities within the healthcare sector and beyond.

Q. And what would you like the PSA to gain from your appointment and the skills, experience and expertise you bring to the role?

I hope the PSA can benefit from my experience in patient advocacy and public and patient involvement (PPI) to raise its profile among the public. The PSA can utilise my network to embed PPI in the implementation of its Strategic Plan 2023-2026, ensuring that patient voices are central to our initiatives.

I have a strong interest in Artificial Intelligence (AI), and I would like the organisation to explore how its adoption can enhance our efficiency. I am skilled and experienced in stakeholder engagement and PSA can utilise this with its counterparts in Europe and the rest of the world in fostering international collaboration and knowledge-sharing.

Additionally, I bring a unique perspective to the Board due to my career path, which differs significantly from the traditional paths of most directors and board members. This diversity of thought will enrich board discussions and contribute to innovative, out-of-the-box solutions for the challenges we face.

Q. How do you think the lived experience can contribute to improving regulation and making care safer for all?

I strongly believe that lived experiences are crucial in improving regulation and making care safer for all. By learning from both success stories and adverse events, we can gain essential insights that drive meaningful change. If our organisation's ethos is to protect the public, we must continue to actively seek and incorporate the lived experiences of both the public and healthcare professionals.

Understanding their experiences and the challenges each party faces is essential. We need to learn what public protection means to them and gather their ideas on how the PSA can effectively collaborate with and support regulators and other key stakeholders. By doing so, we can support the regulators to facilitate an environment, systems, and processes that encourage and support healthcare providers in delivering safe care for members of the public.

Additionally, we can benefit greatly from learning from regulatory organisations similar to the PSA in other parts of the world. By understanding their approaches and the outcomes they have achieved, we can incorporate best practices and innovative solutions into our own regulatory frameworks.

This collaborative approach ensures that our regulatory frameworks are informed by real-world experiences, leading to more effective and practical solutions that ultimately enhance public safety.

Q. You are an advocate of patient-centred care – can you explain more about what this means and how it can improve healthcare? How could the regulators facilitate this approach?

Patient-centred care focuses on respecting and responding to the preferences, needs, and values of patients. It places the patient at the heart of all decisions, ensuring that they are active participants in their own care.

This approach can significantly improve healthcare by fostering better communication between patients and healthcare providers, which leads to more accurate diagnoses, increased adherence to treatment plans, and overall better health outcomes. When patients feel heard and respected, their trust in the healthcare system strengthens, leading to higher satisfaction and engagement.

Regulators have an important role in facilitating this approach. They can set standards and guidelines that prioritise patient-centred care, ensuring that healthcare providers adopt practices that truly involve patients in their own care. Additionally, regulators can support healthcare professionals in addressing the power dynamics that often exist between practitioners and patients. By promoting equal partnerships, healthcare professionals can ensure that patients feel empowered and respected.

Providing patients with all the information they need to make informed decisions is also essential. Regulators can mandate that healthcare providers offer comprehensive, understandable, and accessible information about diagnoses, treatment options, and potential outcomes. This transparency enables patients to make informed choices about their care, further enhancing their involvement and satisfaction.

Moreover, regulators can support training and development programs that equip healthcare professionals with the skills needed to implement patient-centred care effectively. By promoting continuous education and fostering a culture of empathy and respect, regulators can help healthcare providers better engage with their patients.

Regulators can also facilitate the collection and analysis of patient feedback to continuously improve care delivery. By promoting transparency and accountability, they can ensure that patient experiences and outcomes are consistently monitored and used to drive improvements in the healthcare system.

Regulators are already making strides in these areas, but it is crucial they continue to ensure healthcare providers and practitioners consistently adopt and embed the principles of patient-centred care into their practice – it should be the golden thread that runs through their practice. Continuous monitoring and reinforcement of these principles are necessary to sustain improvements in patient care and safety.

Q. What difference or contribution would you like to make during your term?

During my term, I aim to make a meaningful contribution by finding innovative ways for healthcare practitioners and the public to participate in our decision-making processes. I would love to see a regulator, healthcare practitioner, or member of the public share their experiences during our public board meetings. Additionally, I am keen to see the PSA collaborate with patient organisations and other patient- and public-focused organisations in the UK. Establishing a patient panel or network and including that in the governance of our board would be a significant achievement.

I would like to contribute to the strengthening of international collaboration by building relationships with similar organisations worldwide. This exchange of knowledge and best practices can lead to innovative solutions and improvements in healthcare regulation on a global scale.

I also hope that my contribution as an Associate Board Member will serve as evidence and a case study of how diversity and inclusion benefit boards in the UK. By proactively seeking diversity, the PSA is demonstrating the tangible benefits of varied perspectives and experiences in enhancing board effectiveness and decision-making.

Find out more about the PSA's Board here.

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PSA first self-assessment on equality, diversity and inclusion

We have published our first self-assessment on EDI. The purpose of the self-assessment was to evaluate where and how we can improve EDI outcomes in our own processes and in those we oversee. We've also reflected on the progress we have made to date. See opposite for more details.

No more excuses - tackling inequalities in health and care professional regulation

This is the first chapter in our report - Safer care for all: solutions from professional regulation and beyond. we looked at the impact of inequalities on patients, service users and registrants, and on public confidence more widely. We also took a closer look at what professional regulation (and beyond) could do to tackle inequalities in health and care.

We have held two events linked to this over the last year:

On 14 December 2023 more than 90 participants joined us online to explore whether health and care professionals in the UK should have an explicit responsibility in supporting action to address these disparities as they do in other countries. And, if so, whether regulators need to reinforce such a role through their training, standards and guidance.

We then started the new year off with a joint online seminar on tackling barriers to complaints with the Parliamentary and Health Service Ombudsman (PHSO). The event followed on the heels of an earlier in-person event with patient and service-user organisations held in Edinburgh in September 2023.

The event brought together over 100 stakeholders from across the health and social care sector to discuss and explore the barriers that currently existing and can prevent patients and service uses from complaining. Along with our PHSO colleagues we wanted to share examples of innovative actions to widen and improve access to complaints services and to encourage and promote further joint work to tackle barriers to complaining. The event gave us much food for thought and we will look to continue this work in 2024/25.

You can find out more about both of these events here.