These frequently asked questions explain Sustainable Social Work Pathways Tauwhiro Ararau – Social Worker Workforce Strategy and Action Plan 2026–2036, including its scope, priorities, delivery arrangements and what it means for the wider social work sector.
Will there be additional funding to support implementation of the Strategy and Action Plan?
The Strategy does not provide a new funding pool for delivery agencies. The first Action Plan brings together foundation actions and government agency initiatives that are already committed or underway, with each agency remaining responsible for resourcing and delivering its own work. By mapping activity, identifying gaps and overlaps, strengthening workforce data and improving coordinated planning, the Strategy will provide a stronger evidence base for future policy, and funding advice.
How can we be sure this is not another strategy that sits on a shelf?
The Strategy includes clear ownership, delivery dates and reporting arrangements. SWRB is responsible for system stewardship, monitoring progress and coordinating cross-agency action. Progress will be reported quarterly to the Minister for Social Development and Employment and as agreed, the Child and Youth Ministers group, and publicly through an Annual Progress Report. SWRB will also develop an integrated Outcomes and Reporting Framework to track delivery and longer-term impact.
Will the Strategy and Action Plan survive a future change of government?
The Strategy sets a ten-year direction from 2026 to 2036 and establishes a coordinated, evidence-informed approach to workforce planning. Future governments and Ministers may change priorities, but regular monitoring, public reporting, stronger workforce data and clear agency responsibilities are intended to support continuity and informed decisions over time.
Is the Strategy going to provide new funding for our organisation?
No. The Strategy itself does not unlock new funding for individual organisations. It focuses on coordinating existing activity, reducing duplication, making gaps visible and strengthening the evidence used for future policy and investment decisions. Where evidence shows that a workforce gap cannot be addressed through better coordination or existing settings, this may inform future funding advice to government.
How will the Strategy and Action Plan help with immediate recruitment challenges?
The Strategy will not resolve recruitment pressures overnight, but it coordinates practical work to strengthen the workforce pipeline. This includes promoting social work as a career, investigating barriers to enrolment and completion, supporting more flexible education pathways, streamlining overseas registration, re-engaging non-practising registrants and improving workforce demand modelling. Together, these actions aim to increase the number and diversity of people entering social work practice and reduce the time vacancies take to fill.
As a non-government organisation (NGO) employer, how can this Strategy help us when we are already stretched?
The Strategy is intended to benefit the whole profession, including NGOs, iwi and Māori providers, Pacific providers and community organisations. The first Action Plan focuses on government agency commitments and does not direct NGO activity. Its foundation actions are designed to improve coordination, workforce data and planning across the system, including government agencies that fund or commission community services. Purposeful engagement with the wider sector will be essential as future actions are developed.
I don’t see my organisation included in the Action Plan – why?
The first Action Plan records foundation actions and government agency initiatives already underway. It is not intended to be a complete list of every workforce activity across the sector. NGOs, iwi and Māori providers, Pacific providers, community organisations, professional bodies, education providers and other employers remain central to implementation. SWRB will use gap analysis, workforce data and engagement to inform additional Year 2 and Year 3 actions from October 2027 onwards.
Does the Strategy extend the Experience Pathway under section 13?
No. The Experience Pathway under section 13 ended in February 2026. The Strategy instead focuses on sustainable pathways into qualification and registration, including investigating barriers to participation and success in social work education, reviewing qualification requirements and alternative pathways, supporting more flexible programme delivery, and streamlining entry for suitably qualified overseas social workers.
Employers and social workers have raised the impact of regulatory costs on recruitment and retention. Will this be addressed in the Strategy?
The Strategy recognises that workforce sustainability is shaped by a range of pressures, including the costs and conditions associated with practice. SWRB sets regulatory fees and the disciplinary levy on a cost-recovery basis in line with relevant public-sector guidance and cannot cross-subsidise one group of practitioners through another.
SWRB will continue to encourage employers to support professional practice, including continuing professional development, supervision and registration-related costs where appropriate, while working to keep regulatory costs proportionate.
What is in the Strategy to address financial barriers for students?
The Strategy identifies financial sustainability for students as one of the factors affecting enrolment, retention and completion. The Action Plan includes work to investigate these barriers, strengthen field education placement quality and capacity, review qualification requirements and alternative pathways, and support more flexible programme delivery.
Will the Strategy address what is needed to prevent burnout and support the workforce, including quality supervision, sustainable workloads and improved working conditions?
Retention and wellbeing are an initial priority, and Sustainability is one of the Strategy’s three action pillars. The Strategy calls for a consistent understanding of sustainable workload, recognition of additional workload arising from lived experience, cultural knowledge or multiple rural roles, regular access to capable supervision, and professional, supportive workplaces where social workers’ expertise is valued.
The first Action Plan includes agency work already underway on supervision capability, second-year-of-practice support, workload and retention-supporting workplace settings. Gap analysis and future planning will be used to identify where further coordinated action is needed.
How does this Strategy connect to the Social Work Alliance Workforce Report released in June 2025?
The Alliance report is part of the wider evidence base describing pressures facing the social work workforce. Its findings are consistent with the Strategy’s focus on attraction and recruitment, retention and wellbeing, career pathways, supervision, workforce planning and professional recognition. The Strategy provides the cross-government framework for coordinating action, monitoring progress and identifying future gaps, while ongoing engagement with professional and sector bodies will help inform implementation.
If you have any questions, contact us at workforce@swrb.govt.nz.
