NSCSW 2024 Annual Report: Embracing transformative change

Embracing Transformative Change

Your Council

Executive Officers

President: Robert Wright

Vice-President: Michelle Ward

Treasurer: Kate Matheson

Secretary: Crystal Hill

Past President : Lynn Brogan

To connect with the President of Council, please email: President@NSCSW.org

Board of Examiners

Chair: Angela Penney

Regional Representatives

Northern: April Munro-Wood, vacant

Eastern: Catherine Kehoe, Claire Sampson-MacDonald

Central: Eva Burrill, Stephanie Leblanc

Western: Iain Ford, vacant

Other Representatives

CASW Board Member: Ezra Wexler

Dalhousie University School of Social Work Faculty: Judy MacDonald

Dalhousie University School of Social Work Student: vacant

Cape Breton University Faculty: vacant

Cape Breton University Student: vacant

Universite Sainte Anne Faculty: Veronique Brideau-Cormier

Universite Sainte Anne Student: vacant

Nova Scotia Association of Black Social Workers: Jasmine Hochman

Indigenous Member: Holly Meuse

Transformation in Solidarity

A message from the NSCSW Council President

It is with gratitude that I deliver my first annual report as President of the Nova Scotia College of Social Workers. Since stepping into this role in June, I have been driven by a commitment to ensure that our profession remains a guiding force for equity, justice, and transformation. I extend my heartfelt thanks to the Council, staff, and members of the College for placing your trust in me and for working alongside me to envision a better future for social work in Nova Scotia.

My 35-year career in social work—as an African Nova Scotian and queer professional deeply connected to this land and its people—has demonstrated the profound role that social work plays in shaping our collective future, especially for communities that have been historically marginalized. At the same time, I recognize the significant harm and trauma that social work has inflicted in its complicity with colonial practices, from residential schools to the displacement of communities through the prevalence of anti-black racism. Together, we have begun to address these harms, creating meaningful, systemic change while advancing equity, ethical practice, and reconciliation.

A VISION ROOTED IN JUSTICE

From the outset of my presidency, I recognized the College’s immense responsibility to both reflect on our profession’s historical legacies and actively contribute to a future where social work uplifts and heals all communities. By embedding equity and justice into every decision, the NSCSW has made significant progress in advancing its mission to ensure Nova Scotians receive safe, ethical, and competent social work services.

Central to this vision has been our work to align regulation, advocacy, and professional development initiatives with the principles of systemic justice, reconciliation and equity. Every step we take furthers our collective commitment to transform not just the perception, but the purpose, of social work in this province.

STRATEGIC GOALS IN ACTION

Strengthening regulatory mandates and governance

This year marked several significant milestones in redefining and strengthening our regulatory frameworks. We continued to update the Code of Ethics and Standards of Practice which are aimed at creating an inclusionary approach, integrating Afrocentric, Indigenous, and intersectional perspectives into the fabric of ethical social work practice. These updates affirm our dedication to equity-driven regulation, supporting both our members and the communities they serve.

The formalization of our partnership with the Association of Black Social Workers (ABSW), to work on shared projects and initiatives, highlights our efforts to dismantle systemic barriers and foster a more equitable profession and advance the goals of reparations.

Additionally, the rollout of the initial phase of our clinical regulation initiatives demonstrated our ability to adapt while advancing the profession. These changes are helping create clear, culturally responsive clinical guidelines that support practitioners and their clients alike.

Cultivating ethical practice and safer systems

Ethical practice and professional integrity remain at the heart of social work. This year, we started the process of revitalizing the Candidacy Mentorship Program (CMP), redesigning the program to prioritize inclusivity, professional growth, and mentorship diversity. By incorporating evidence-based practices and tailoring mentorship opportunities to reflect the diverse needs of Nova Scotians, we have better positioned new social workers to succeed in their roles and strengthen the ethical foundation of their profession.

Another key accomplishment was the development of the Safer Social Work Practice framework. This forward-looking initiative establishes clear pathways for the NSCSW to advance safe practice by recognizing the intersecting realities and lived experiences within our communities. Rooted in collective care and ethical reflection, this framework works to maintain the trust and integrity of the profession.

Advancing advocacy and reconciliation

Our advocacy also extended into issues surrounding housing, mental health, and community well-being. Through initiatives addressing legislative policies like fixedterm leases and the integration of social determinants of health within mental health care, we have kept the focus on equity and justice. These efforts have brought the critical perspectives of social workers to the forefront of policymaking in Nova Scotia, where our collective input drives meaningful outcomes.

Fostering meaningful dialogue and public awareness

A culture of open communication continues to be pivotal to NSCSW’s success. This year, we worked towards closer connections with academic partners such as Dalhousie University and Cape Breton University. These partnerships emphasize our commitment to enhancing student experiences andfostering equitable opportunities for the next generation of social workers.

Our emphasis on public awareness has been realized through storytelling initiatives and targeted campaigns that highlight the scope and impact of social work beyond traditional paradigms like child protection. These efforts are crucial in reshaping public narratives and forging deeper understanding about the vital contributions our members make to Nova Scotia’s social and economic well-being.

LOOKING AHEAD

Looking forward, my vision for the NSCSW is one of deeper transformation and solidarity. Building upon the progress made last year, we will further integrate trauma-informed practices across our systems, expand professional development rooted in cultural responsiveness and intersectionality, and work toward increasing representation within the College’s leadership structures. These efforts will ensure our governance, advocacy, and regulatory practices reflect the diversity and aspirations of the communities we serve.

As we move into the next phase of our strategic growth, our focus on reconciliation, systemic justice, and community resilience will remain strong. Our members are the drivers of this College, and their dedication to serving with professionalism and compassion inspires me to lead with boldness and resolve.

Together, we will continue shaping a Nova Scotia that values the depth, diversity, and capacity of social work to transform lives. I am deeply honored to serve as your President and look forward to the growth and accomplishments that lie ahead.

NSCSW COUNCIL PRESIDENT

ROBERT WRIGHT, RSW

Growth, Purpose and Intent A message from the NSCSW Executive Director/Registrar

The year 2024 has been a period of growth, reflection, and unwavering commitment that social workers across the province have given to the people they care for. Together, we have tackled challenges, celebrated accomplishments, and strived to uphold the values of ethical practice, advocacy, and public protection. This annual review encapsulates the extraordinary efforts that have driven the profession forward and the collective impact on the people and communities of Nova Scotia.

At the heart of our mission is the regulation of social work practice to ensure the highest standards of professionalism and ethics. The year began with the successful renewal of 2,626 member registrations, representing 91% of registered social workers. While this renewal rate was slightly lower than the previous year’s 95%, the increase in overall membership to 2,787 highlights the profession’s steady growth. These numbers reflect a growing reliance on regulated social work in Nova Scotia, demonstrating its critical role in supporting individuals and systems across the province.

However, the renewal process also presented an opportunity for introspection. Questions arose about whether our procedures aligned with the principles of right-touch regulation, sparking a reassessment to ensure accessibility and fairness in the coming years. Similarly, launching the College’s clinical specialization framework marked a significant milestone. While the transition was not

without challenge, we achieved notable progress. By year’s end, members were successfully submitting applications, and guidelines launched, setting the stage for a stronger, more inclusive clinical framework.

The year was also marked by our commitment to inclusivity and collaboration, particularly through partnerships with marginalized communities.

A profound effort was made to integrate Indigenous and Africentric perspectives into our updated Code of Ethics and Standards of Practice. This endeavor included a focus on equity, justice, and resilience, with pivotal moments such as a dialogue held in Millbrook fostering meaningful discussions. Building on these foundations, we formalized our partnership with the Association of Black Social Workers (ABSW) enshrining a commitment to reparations and advanced collaborations with Indigenous organizations, signaling our dedication to amplifying voices often underrepresented in social work regulation and practice.

Beyond these endeavors, the NSCSW further established itself as a leader in ethical social work practice by addressing safety concerns across various levels. We developed a draft Safe(r) Social Work Practice framework to support the NSCSW in enhancing social work practice in challenging environments. This framework, addressing micro, mezzo, and macro levels, reflects our proactive efforts to enhance safety in social work while advocating for conditions that enable success.

Much of 2024’s advocacy work was shaped by the Wellness Strategy approved earlier in the year, which centered on mental health and linked coalitions amplifying the voices of Nova Scotians. Advocacy Day proved a standout success, engaging members through grassroots campaigns and encouraging critical dialogue with policymakers. Significant effort went into addressing child welfare challenges, with recruitment and retention strategies taking center stage. Through partnerships with the Nova Scotia General Employees Union (NSGEU) and the Canadian Centre for Policy Alternatives, we worked diligently to highlight systemic issues, offering solutions that were both actionable and forward-thinking through the launch of the Contradictions in Care paper Meanwhile, substantial advocacy efforts around fixed-term leases underscored the need for steadfast persistence as we continue to push boundaries for a more fair just Nova Scotia.

To expand dialogue, we forged deeper relationships with critical sector partners, including Cape Breton University (CBU) and the Dalhousie School of Social Work. These institutions emerged as strategic allies in advancing discussions on regulation, social work safety, and education alignments. Collaborating with the Mi’kmaq Rights Initiative around federal child welfare frameworks demonstrated our ongoing commitment to championing Indigenous-led solutions. Simultaneously, we joined the Nova Scotia Regulated Health Profession Network (RHPN) in implementing recommendations from the Mass Casualty Commission, emphasizing support for marginalized communities.

The NSCSW also turned its gaze inward, evaluating its operational processes and accountability mechanisms to ensure alignment with its mission. Performance

reviews and agreements played a central role in strengthening individual contributions to the College’s collective success. The introduction of a new Associate Registrar, Bria Symonds, which was part of commitment to reparations brought fresh energy and perspective to the leadership team. Notably, Bria’s lived experience as Mi’kmaq and African Nova Scotian further enhanced the College’s capacity to lead with insight and inclusivity.

The year also showcased the value of social work to Nova Scotians through a range of effective storytelling and community engagement initiatives.

Social Work Month was an especially impactful celebration, receiving recognition from key institutions, including the Canadian Mental Health Association and Shelter Nova Scotia. Through a dynamic multimedia approach, the College spotlighted social workers’ vast contributions, from crisis mitigation to maintaining ethical practice in the most challenging contexts.

Ethics Café discussions and Big Ideas in Mental Health panels addressed pressing topics such as Medical Assistance in Dying (MAiD), weight stigma, and Nova Scotia’s housing crisis. The sessions sparked pivotal conversations and solidified the College’s role as a thought leader tackling societal concerns with empathy and courage.

These engagements amplified public awareness and deepened the connection between the NSCSW and the communities it serves, firmly placing social work at the intersection of advocacy and social justice.

ALEC STRATFORD, MSW RSW NSCSW EXECUTIVE DIRECTOR/REGISTRAR

Through the successes and trials of 2024, one theme remained central to the NSCSW’s efforts: collaboration. Whether engaging with government partners to push needed reforms, working with educational institutions to shape safer services, or amplifying voices through advocacy and storytelling campaigns, the College reinforced its commitment to partnership and collective impact. These efforts reflect an understanding that systemic progress arises from cooperation and solidarity, not isolated action.

As we look back on a year of transformative strides, it is clear that the NSCSW and its members have emerged stronger, more unified, and better equipped to meet the evolving demands of social work in Nova Scotia. Each challenge we faced illuminated opportunities for learning, and every achievement reaffirmed the vitality of our shared mission.

Together, we have built a foundation poised for even greater impacts in the years to come, standing firm in our commitment to ensuring ethical social work practice, meaningful dialogue, and unwavering advocacy for those who entrust us with their care.

Reflections & Advancements in Regulatory Practices A message from the Chair of the Board of Examiners

As Chair of the Board of Examiners, it gives me immense pride to present this year’s evaluation of our progress, challenges, and the vision that drives our ongoing commitment to upholding the highest standards of social work practice. Last year marked a significant shift in our regulatory framework. Moving away from a broad focus on private practice, we have transitioned toward clinical specialization. This strategic pivot enhances our ability to efficiently assess qualifications, ensures a higher quality in service delivery, and reinforces the professional identity of clinical social workers in Nova Scotia.

We also experienced a transition in leadership. Jack Landreville, RSW, served as Chair of the Board of Examiners from January to October 2024, concluding his term on the Board. We extend our sincere gratitude for Jack’s thoughtful leadership and unwavering commitment during a transformative period in our regulatory journey. We also extend our heartfelt congratulations to Jack, who is the recipient of the CASW Distinguished Service Award for 2025, an honour that reflects his exceptional contributions to the social work profession.

In October 2024, Registered Social Worker Denis Adams temporarily took on the role of Chair, to support the Board through the remainder of that year. The Board looked forward to his leadership work which

exemplified integrity, right touch regulation, and a shared commitment to upholding the highest standards in social work practice.

SHIFT TOWARD CLINICAL SPECIALIZATION

Historically, our regulatory framework was structured around accommodating a diverse spectrum of private practices. While effective for some time, this framework presented challenges in regulatory alignment and consistency in evaluating competencies. Recognizing the increasing complexity of social work in clinical settings and the evolving needs of our communities, we made a decisive shift towards a structure centered on clinical specialization.

This transformation was not just a matter of procedural efficiency but, more importantly, a commitment to serving the public with expertise and care. By emphasizing clinical specialization, we are now better equipped to assess and support practitioners within a structured, highly-focused framework. This enhances both the quality of client care and the professional development of social workers who choose to pursue clinical designations.

The successful adoption of updated clinical guidelines, in partnership with the College’s Clinical Committee, underscores this commitment. Through consultations with employers, social workers, and partners, the guidelines address critical issues, such as anti-

racist practice, reconciliation, and unconscious bias, all while reinforcing the core values of dignity, social justice, and competent clinical professional services.

ENHANCING EFFICIENCY IN ASSESSMENTS

The transition to clinical specialization has allowed us to make substantial progress in improving our regulatory efficiency. This was highlighted in our 2024 Fair Registration Practices Act (FRPA) Annual Survey, which reaffirmed our adherence to transparent, objective, and fair registration practices.

Our survey revealed that we processed 391 applications out of 405 received throughout the year, achieving an impressive success rate across all applicant types. Particularly noteworthy is the 100% success rate for both interprovincial and international applicants, reflecting thoughtful policy adjustments that streamline the registration process.

ANGELA PENNEY, BOARD OF EXAMINERS CHAIR

For interprovincial applicants, processing times between assessment and notice was 5 days, exceeding government set targets. Our engagement with international applicants further sets us apart. Of the 52 international applications received, 45 applications were approved. Our policies demonstrate our commitment to inclusivity. For instance, applicants from countries like the United States, India, and Nigeria were able to successfully integrate into Nova Scotia’s regulated social work environment, further enriching the diversity of our professional community.

STRENGTHENING PROFESSIONAL IDENTITY

One of the key accomplishments this year has been the exceptional progress in our Candidacy Mentorship Program (CMP). A total of 94 candidates successfully completed the program, marking a significant milestone. Additionally, we were able to restructure staff support to better align with the program’s goals.

CMP continues to be a vital initiative, offering new social workers a structured environment to critically reflect on complex issues such as power dynamics, privilege, and ethics. These elements are crucial for developing competence in clinical practice.

The program helps participants explore how personal biases and social locations influence professional decision-making, ensuring more thoughtful and ethical practice.

Feedback from participants highlights significant strides in handling real-world scenarios, including confidentiality, informed consent, and boundary-setting. By addressing these issues in a guided mentorship setting, the program sheds light on ethical challenges, equipping practitioners with the skills and confidence to address them effectively.

Beyond technical growth, CMP prioritizes the mental health and well-being of social workers. The program educates candidates about the stresses inherent in the profession and provides tools to manage occupational stress injuries. By fostering a strong, supportive community, the program not only maintains the integrity of clinical practices but also strengthens the resilience of the social workers delivering these services. This dual focus ensures a well-rounded professional foundation for all participants.

ADDRESSING BROADER SYSTEMIC CHALLENGES

Although the shift toward clinical specialization has brought many advancements, it’s clear that our work is far from finished. For instance, our regulatory risk management report highlights that while CMP significantly reduces risk factors associated with inexperienced practitioners, broader systemic issues such as organizational culture and workload pressures must also be addressed.

Members of the Board of Examiners also joined with Council to update our Code of Ethics. Consultations held this year focused on integrating principles of anti-Black racism, reconciliation, and bias awareness into the standards we expect our members to uphold. These codes are designed not only to guide current practitioners but also to align with public expectations, ensuring that our profession remains responsive to Nova Scotia’s socio-cultural landscape.

PUBLIC ACCOUNTABILITY & PROTECTING THE PUBLIC

The FRPA review conducted this year further validated our commitment to public accountability. The Review Officer identified no compliance issues with our registration practices, affirming that we are conducting our work with full transparency, impartiality, and procedural fairness. This review reflects the trust placed in us to not only regulate our members but also protect the public interest.

We also took significant steps to address risks associated with individuals practicing without registration. By proactively monitoring complaints and verifying compliance, we were able to effectively mitigate these risks. This year, there were multiple instances where our team worked directly with individuals practicing without the required registration to resolve the issues informally, ensuring public safety without resorting to punitive measures unnecessarily.

FUTURE VISION

Looking ahead, our strategic focus remains grounded in advancing the profession while safeguarding public interest. The investments we’ve made this year, particularly in clinical specialization, provide a solid foundation for future progress. By positioning clinical social workers for success, we elevate the profession and instill greater confidence among the communities we serve.

Critical to this vision is ongoing collaboration— with employers, educators, and policymakers— to align our regulatory practices with the dynamic needs of our society. The adoption of updated codes of ethics and standards, combined with initiatives like compulsory anti-bias training for registered members, underscores our commitment to equity, inclusion, and excellence.

CLOSING REFLECTIONS

Underpinning all of this is the dedication of every professional who contributes to making our regulatory framework a model for equity, quality, and accountability. Together, we are redefining what it means to be a clinical social worker in Nova Scotia and setting a benchmark for others to follow.

Thank you for your continued commitment to excellence and for being a part of this exciting transformation. The work we do today will shape the future of our profession and secure better outcomes for the communities relying on our care.

BOARD OF EXAMINERS

NSCSW Members: Dennis Adams (2024 Chair), Afolake Awoyiga, Jey Benoit, Joline Comeau, Bernadette Fraser, Cassandra Hanrahan, Teresa Johnson, Jack Landreville (2024 Chair), Katie MacEachern, Angela Penney (Current Chair)

Public Appointees: Lianne Chang, Jason Cooke, Lisandra Hernandez

Emergent Patterns of Complaint

BY LISANDRA NARANJO, JD, COMPLAINTS COMMITTEE CHAIR

The Nova Scotia College of Social Workers (NSCSW) is mandated to protect the public interest by addressing complaints about the conduct, competence, or ethical obligations of social workers in the province. Our complaints process remains an essential regulatory function, upholding the integrity of the profession and maintaining public trust.

In 2024, the volume and complexity of complaintsremained significant. The NSCSW’s Complaints Committee, a subcommittee of the Board of Examiners, continued to assess, investigate, and resolve concerns with attention to fairness, due process, and public safety.

COMPLAINT THEMES IN 2024

The Complaints Committee identified several recurring complaint themes in 2024, including communication breakdowns, confidentiality breaches, boundary concerns, documentation issues, and concerns regarding mandatory reporting. Two areas stood out for their frequency and significance:

1. Communication Concerns

Communication was one of the most frequently cited concerns in complaints received in 2024. The issue extended beyond simple information exchange—it encompassed how social workers engage, relate, and collaborate with those they serve. In many cases, the concerns did not stem from intentional misconduct, but rather from misunderstandings, erosion of trust, or interactions that were experienced as dismissive, unclear, or lacking professionalism. Common communication-related concerns included:

• Lack of transparency around decisions, roles, or processes

• Unprofessional tone or emotionally reactive responses

• Interrupting, not listening, or failing to validate clients’ experiences

• Failure to clearly explain limitations, boundaries, or next steps

• Over-reliance on technical or legalistic language in emotionally sensitive situations

Social work is a relational profession. Our ability to communicate clearly, kindly, and professionally—even under pressure—is fundamental to ethical practice. The College encourages members to reflect on how they embody communication values outlined in the Code of Ethics, such as respect, dignity, and cultural humility.

Effective professional communication includes:

• Active listening and presence

• Using plain, respectful, and inclusive language

• Explaining decisions and limits with compassion and clarity

• Setting boundaries transparently and kindly

• Maintaining professionalism even in the face of conflict

The NSCSW continues to offer and develop resources to support communication skills, including through its professional development catalogue, Letters of Counsel, and regulatory guidance. In a complex and emotionally demanding profession, how we communicate can be as impactful as what we do.

2. Boundary Concerns

Several complaints in 2024 revealed instances where the distinction between personal engagement and professional responsibility was compromised. This often resulted in role confusion, impaired objectivity, and unintended harm. These boundary challenges frequently began with good intentions, such as a desire to be helpful or responsive in informal ways, but escalated when professional boundaries were not clearly maintained.

Boundary violations can develop gradually and may be difficult for practitioners to recognize in the moment. The Complaints Committee encourages all social workers to:

• Engage in regular supervision and peer consultation

• Reflect on power dynamics and role clarity

• Approach all professional relationships with intention and ethical awareness

Social workers are reminded that compassionate service must also be boundaried service, defined by transparency, clarity, and professional consistency. Upholding boundaries is not a barrier to connection; it is what enables safe, effective, and accountable practice.

BY THE NUMBERS

During 2024, 30 of the complaints before the committee were carried over from previous years. Only 14 were new complaints received in 2024 that were within our jurisdiction and this required investigation (compared to 31 in 2023, 28 in 2022 & 21 in 2021).

The NSCSW also received 19 complaints that were outside the College’s jurisdiction. While these concerns were significant and meaningful to those involved, they did not fall within the scope of the College’s legislated authority to investigate. Examples include issues related to internal employer processes, workplace conflicts that did not involve a breach of ethical or professional standards, or concerns involving individuals who were not

Registered Social Workers. In these cases, the College worked to redirect complainants to the appropriate bodies or support systems, whenever possible.

Of the 44 complaint matters investigated by the committee in 2024, 11 were carried over into 2024, and the complaints committee rendered 33 final decisions

2024 COMMITTEE MEMBERS

Dennis Adams, RSW; Afolake Awoyiga, RSW Clinical Specialist; Jey Benoit, RSW Clinical Specialist; Jack Landreville, RSW; Lisandra Naranjo, JD (chair); Angela Penney, RSW

Staff Support: Valerie Heard, RSW; Wilhemina Welbeck

Advancing Clinical Social Work in Nova Scotia

A report from the Clinical

Committee

A NEW MILESTONE FOR SOCIAL WORK IN NOVA SCOTIA

The year 2024 marked a transformative moment in the field of social work in Nova Scotia with the launch of the new clinical specialization framework in June. This initiative represents the culmination of years of research, collaboration, and an unwavering commitment to advancing the standards of clinical social work practice. The framework is designed to ensure that clinical social work remains responsive to the complexities of human experiences, rooted in ethics, inclusivity, and social justice.

At the heart of this framework lies a significant change for social work professionals in Nova Scotia. Those who have completed their Master of Social Work (MSW) degree (or an equivalent qualification) and their candidacy period can now enter the clinical specialization pathway without the two years of practice experience that were formerly required. This shift allows a new clinician to begin working provisionally with supervision, while shortening the timeline for accessing clinical specialization, allowing qualified professionals to meet the increasing demand for clinical mental health and addiction services more efficiently. Equally pivotal is the enhanced focus on the assessment of clinical abilities by supervisors, strengthening the integrity and accountability of clinical practice.

FROM VISION TO REALITY: A JOURNEY OF COLLABORATION

The launch of the clinical specialization framework is the result of a thoughtful and progressive process that began in 2019. That year, the NSCSW’s private practice committee proposed a bold recommendation to reevaluate the regulation of private practice in social work. The committee suggested moving away from the regulation of private practice and instead focusing on the regulation of clinical specialization. This recommendation set the stage for a transformational journey.

In January 2021, the NSCSW released a comprehensive mental health research paper that became a beacon for this initiative. The paper outlined 29 recommendations, including the regulation of clinical practice, emphasizing the necessity of grounding mental health and addiction services within a bio-psychosocial model. This model recognizes that individual well-being is deeply intertwined with environmental factors, relationships, and systemic structures. The paper argued for a relational approach to healing, acknowledging that mental health care must extend beyond addressing the individual in isolation and encompass their family, community, and societal context.

Central to these recommendations was the imperative to reposition the profession of social work in mental health and addiction services. The envisioned system would operate on collaboration, recognizing the inherent

expertise that both practitioners and clients bring to therapeutic conversations. This ethos has been deeply embedded into the very fabric of the newly launched framework.

DEFINING THE FRAMEWORK

The clinical committee, assembled in 2021, played a critical role in shaping this initiative. After extensive consultations and deliberations, the committee shared a proposed plan with NSCSW members in the summer of 2022.

The objectives included:

• Clearly defining the scope of practice for clinical social work.

• Identifying risks associated with the delivery of clinical services and proposing appropriate regulatory tools to mitigate these risks.

• Crafting policy recommendations to regulate clinical practice effectively.

By June 2024, these efforts culminated in a reimagined clinical specialization framework that not only modernizes pathways into clinical practice but also reflects the needs of Nova Scotia’s diverse communities. This framework represents a paradigm shift in clinical social work, characterized by inclusivity, cultural responsiveness trauma-informed care, and an unapologetic commitment to social justice.

KEY CHANGES IN THE CLINICAL SPECIALIZATION FRAMEWORK

The new clinical specialization framework introduces several significant changes:

1. Streamlined entry for clinical specialization

With the new framework, social workers can pursue clinical specialization as soon as they have completed their MSW (or equivalent qualification) and their candidacy mentorship program. This streamlined process reduces barriers to specialization, addressing a longstanding gap in the field while promoting timely access to skilled practitioners in clinical social work.

2. Enhanced clinical ability assessments

Central to the framework is a heightened emphasis on assessing clinical abilities. Supervisors now engage in robust evaluations across six key areas, including assessments, relational practice, critical focus, collaboration, collective responsibility, and reflexive practice.

These evaluations not only ensure readiness and competence but also align clinical practice with the NSCSW’s values of human rights, cultural responsiveness and ethical responsibility. By focusing on areas such as anti-racism, trauma-informed care, and advocacy, the assessments foster a higher standard of accountability and quality in clinical practice.

3. Focus on cultural responsiveness and inclusivity

The framework prioritizes culturally sensitive social work, recognizing the unique needs of marginalized groups, including Indigenous,

African Nova Scotian, and 2SLGBTQIA+ communities. By grounding assessments and interventions in cultural competence and antioppressive practices, clinical social workers are better equipped to address historical and systemic inequities.

4.

Integration of traumainformed practices

Acknowledging the profound impact of trauma on mental health, the framework embeds trauma-specific therapies and bio-psychosocial-spiritual methodologies into the clinical specialization process. Social workers are trained to understand resilience and posttrauma growth, tailoring interventions that meet clients where they are and honor their lived experiences.

5. Commitment to social justice

The framework emphasizes social justice as a foundational principle of clinical social work. It challenges practitioners to advocate for systemic change, dismantle barriers to equitable mental health services, and uphold human rights in all aspects of their practice.

BUILDING A BETTER FUTURE FOR CLINICAL SOCIAL WORK

The launch of the clinical specialization framework heralds a new era for social work in Nova Scotia. It reflects years of tireless collaboration and a collective commitment to reimagining the role of clinical social workers in delivering equitable and person-centered care. By aligning clinical practice with the principles of cultural attentiveness, trauma-informed care, and social justice, the framework sets a gold standard for clinical social work that is both inclusive and forward-thinking.

The NSCSW looks forward to the transformational impact this framework will have on both social work practitioners and the communities they serve.

By providing clinical social workers with the necessary tools and competencies, the framework lays the foundation for mental health care in Nova Scotia to remain compassionate, ethical, and forward-thinking.

Over the next two years,the College will collect data and assess the framework’s effectiveness to identify opportunities for improvement. This evaluation will support efforts to expand clinical specialization into the public sector, achieve the protected title of “Registered Clinical Social Worker,” and update the scope of practice to include the restricted act of diagnosis.

The NSCSW extends its gratitude to the private practice and clinical committees, the supervisors and social workers who contributed to the policy development, and the broader membership for their unwavering support over the years. Together, we are building a stronger foundation for clinical social work in Nova Scotia, one that honors human dignity, promotes resilience, and creates lasting change.

2024 COMMITTEE MEMBERS

Jacquelyn Allan, RSW Clinical Specialist; Kelly Breau, RSW Clinical Specialist; James Dubé, RSW Clinical Specialist; Brandy Gryshik, RSW Clinical Specialist (co-chair); Jim Morton, retired associate; Andrea Shaheen, RSW Clinical Specialist (co-chair)

Recalibrating Practice Expectations

A report from the Professional Standards Committee

In 2024 the Professional Standards Committee took over the development of Guidelines for Parenting and Decision-Making Assessments from the clinical committee. The creation of these guidelines represents a pivotal achievement in advancing equity, justice, and professionalism within social work practice. This document is the culmination of an extensive, thoughtful, and collaborative process, reflecting our commitment to anti-oppressive, trauma-informed, anti-colonial, and anti-racist principles. It also acknowledges the social work profession’s historical role in systemic injustices and charts a pathway toward reconciliation and restorative justice.

HISTORICAL CONTEXT & MOTIVATION

The social work profession has long grappled with its colonial legacy and complicity in furthering systemic oppression. From its role in the forced assimilation of Indigenous children through residential schools, to its participation in antiBlack practices and the eugenics movement, the profession has contributed to the marginalization and trauma experienced by communities across Canada. These realities persist today in policies and structures that disadvantage those who are already vulnerable, particularly Indigenous and Black children and families.

The NSCSW recognizes the weight of this history and the urgency for change. Understanding that ethical social work practices cannot occur in a vacuum devoid of history, we have positioned reconciliation, equity, and accountability at the center of this initiative. The creation of these guidelines marks an intentional step away from harmful, oppressive practices toward restorative, respectful, and inclusive approaches.

THE CONSULTATION PROCESS

The process of drafting the Parenting and Decision-Making Assessments guidelines was a collaborative endeavor. We understood the success of this project hinged on integrating the perspectives of those most affected by these assessments and those with the expertise to inform transformational change.

To this end, the NSCSW undertook a rigorous consultation process. We engaged a wide range of subject matter experts in family systems, legal frameworks, race and cultural studies, and mental health. Among the contributors were Indigenous Elders and community leaders, Africentric scholars and practitioners, legal advocates, mental health professionals, and activists specializing in anti-racism and anti-colonialism.

Additionally, the voices of families and caregivers with lived experience within the social work and legal systems were invaluable. These consultations revealed how

assessments, no matter how well-intentioned, can inadvertently perpetuate injustice without a careful examination of biases and systemic barriers. Parents, caregivers, and children shared insights about feeling voiceless, misunderstood, or dismissed in processes that had profound consequences for their lives. Their perspectives served as a compass, guiding our efforts to prioritize the well-being, safety, and dignity of children and families most affected by these assessments.

Legal professionals from also played a critical role in shaping the guidelines. Their input ensured that the guidelines reflect current legislation while addressing gaps that have historically failed to protect the rights of marginalized families. This deep collaboration helped strike an essential balance between legal accountability and trauma-informed, culturally safe practices.

A COMMITMENT TO EQUITY

The guidelines explicitly highlight the significance of race, culture, and systemic inequities in shaping family dynamics By grounding the guidelines in anti-oppressive, trauma-informed, anti-colonial, and anti-racist methodologies, we addressed not only historical injustices but also the ongoing barriers faced by racialized and marginalized communities.

They mandate practices that seek to understand the systemic poverty, racism, and colonialism that families may encounter. This includes acknowledging past interactions parents or caregivers may have had with child welfare or legal systems, which are often deeply influenced by biases. By requiring social workers to develop

cultural attentiveness and demonstrate knowledge of intersectional identities, the guidelines challenge traditional, one-size-fits-all approaches to assessment.

Another critical feature of the guidelines is the use of culturally responsive methodologies. Social workers are urged to bring Africentric and Indigenous knowledge systems into their assessments and to collaborate directly with communities whenever possible. Practical measures, such as engaging Elders, interpreters, or community representatives, were incorporated to ensure that the process respects and reflects diverse worldviews.

The guidelines also integrate anti-racist principles into how parenting capacity is evaluated. For example, assessors are tasked with determining the “racial and cultural literacy” of parents or caregivers and their ability to nurture a child’s racial and cultural identity. This counteracts the long history of systemic mechanisms erasing or devaluing marginalized cultural heritages.

CHALLENGES & COMPLEXITIES

Throughout the development process, we faced several challenges. One key obstacle was navigating the tension between longstanding legal frameworks and the progressive, personcentered approaches we sought to introduce. Historically, legal systems have relied on rigid metrics and frameworks that often fail to consider the complexity and nuance of family dynamics or the lived experiences of oppressed communities. Introducing trauma-informed and culturally responsive practices while maintaining legal rigor required innovative thinking and close collaboration with legal experts. We also recognized the

emotional toll this work can take on social workers, particularly those confronting their own unconscious biases or grappling with the legacies of systemic injustice within their profession. As a result, the guidelines emphasize self-reflection, continuing education, and a commitment to lifelong learning.

COLLABORATIVE ACHIEVEMENTS

Despite these challenges, the process underscored the power of collaboration. Workshops with illuminated how cultural definitions of family differ across communities, while round-table discussions with African Nova Scotian leaders brought critical awareness to the impacts of displacement, intergenerational trauma, and systemic barriers. Legal experts contributed frameworks to ensure these considerations could coexist with statutory requirements, while therapists and advocates helped shape a process grounded in empathy and compassion.

IMPACT & SIGNIFICANCE

The NSCSW Guidelines for Parenting and Decision-Making Assessments are a critical tool in the profession’s efforts to champion equitable social work practices while holding itself accountable for its colonial and oppressive history. For children and families, these guidelines offer the promise of more empathic, respectful, and culturally safe assessments. They provide social workers with the tools needed to evaluate parenting and decision-making in ways that honor the dignity and humanity of everyone involved.

By explicitly addressing systemic biases, intersectionality, and trauma, the guidelines set a new standard for ethical practice.

They also align with the College’s broader goals of fostering reconciliation, amplifying marginalized voices, and dismantling systems that perpetuate harm

Though the work remains ongoing, the creation of these guidelines stands as a testament to what is possible through collaboration, self-reflection, and an uncompromising commitment to justice. They embody the principles of restorative justice, not only in their content but in the process of their formation, demonstrating that when we listen, learn, and act together, we can create frameworks that truly serve the best interests of children and families.

Through the enactment of these guidelines, the NSCSW continues its leadership in reimagining the role of social work in building more equitable communities, one family at a time.

2024 COMMITTEE MEMBERS

Eva Burrill, RSW (chair); Gary Carey, RSW; Raquel Grifflin, RSW Clinical Specialist; Deb Kuipers, student; Stephanie Leblanc, RSW Clinical Specialist; Tamsyn Loat, RSW Clinical Specialist; Erin McDonald, RSW; Lauren Matheson, SWC; April Munro-Wood, RSW Clinical Specialist; Ellen Reid, RSW; Naj Siritsky, RSW Clinical Specialist (former staff); Bria Symonds, RSW (staff liaison)

Opening Our Eyes

A report from the Decolonizing

Committee

The roots and present-day practices of social work are grounded in colonial ways of knowing and being. The work of this committee has been to interrogate and challenge the colonial nature of social work, while also supporting the Indigenizing of Mi’kmaq and Indigenous social workers in Mi’kma’ki.

Given the colonial roots and present-day expressions of colonial ways of knowing and being in modern social work practice, the committee has felt it is important to honor the work and labour of Indigenous committee members and leaders with honorariums. The work of decolonizing colonial practices and ways of knowing and being is difficult, emotional, and spiritual work. The NSCSW must continue to support the work of decolonizing and Indigenizing, while also recognizing that some work must exist outside of the College.

The committee began as a standing committee with monthly meetings but throughout 2024 began to shift from a small monthly group to focusing on broader consultations as needed with a focus on inperson gatherings. The group is guided by the need for justice, and the need to ensure the rights and responsibilities outlined in the Peace and Friendship treaties, intended to govern the relationships between sovereign nations.

A significant portion of work with the committee was consultation on the revised NSCSW Code of Ethics & Standards of Practice. On November 26, 2024, Mi’kmaq and Indigenous helpers, social workers, and leaders from across Mi’kma’ki were invited to Millbrook for an all-day engagement session. The session led to deep and important conversations that surfaced valuable and critical feedback about the colonial roots and present-day practices of the NSCSW. The members and attendees provided feedback and insights to the proposed updates to the Code of Ethics & Standards of Practice, leading to changes to the values, principles, and standards. This engagement continued in 2025.

Throughout the year a recurring theme became present that there needs to be an Indigenous led association for Mi’kmaq and Indigenous helpers, including but not limited to Registered Social Workers. Indigenous ways of knowing and being bring richness and competency to social work practice, but they also exist outside and beyond colonial structures, systems, and ways of relating.

The committee’s work will continue to be to support the decolonization of social work practices, the NSCSW practices, ethical consults, and the development of a framework for working in partnership with Mi’kmaq and Indigenous leaders and social workers. The committee will be consulting and engaging on issues of health social work with a regional gathering planned for the fall of 2025.

The committee hopes to continue to share, develop and customize Indigenous worldviews as part of our commitment to building a two-eyed seeing perspective to social work. They hope to build trust with Mi’kmaq and Indigenous social workers and communities, and to build understanding and awareness for all social workers.

2024 COMMITTEE MEMBERS

Gail Baikie, RSW; Kristen Basque; Roberta Bernard, RSW; Veronica Bernard, RSW Clinical Specialist; Craig Besaw, RSW Clinical Specialist; Suzanne Brooks, SWC; Tyler Colbourne, RSW (staff); Greg Gruben, RSW; Crystal Hill, RSW (co-chair); Cassandra Hillier, RSW; Tori Judd, RSW; Juliana Julian; Leurette LaBobe, RSW; Holly Meuse, RSW; Kendall Paul, SWC; Matt Peters; Michelle Peters, RSW Clinical Specialist (co-chair); Taylor Peters; Philippa Pictou, RSW; Shannon Rasmussen, RSW; Naj Siritsky, RSW Clinical Specialist (former staff); Ann Sylliboy; Richard Young

Turning the Page

Final report from the Connection Committee

In the fall of 2024, the Council of NSCSW approved the sunsetting of the Connections Committee and the transition of the print edition of Connection Magazine to a solely online publication. The Connections Committee supported the provision and distribution of high quality, relevant, and engaging written professional development content for our members, by our members. The final print issue was the Decolonizing Social Work issue in Fall of 2023.

The future of Connection will be focused on increasing member engagement and continuing to produce and publish high quality relevant content.

We will continue to publish thoughtful articles in the Connection section of our website, featuring stories, insights, and wisdom from our members

2024 COMMITTEE MEMBERS

Jodi Butler, RSW; Tyler Colbourne, RSW (staff); Rebecca Faria (staff); Dermot Monaghan, RSW Clinical Specialist; Amy Pinnell, RSW Clinical Specialist; Naj Siritsky, RSW Clinical Specialist (former staff); Rachel Smith, RSW; Shataya Stevenson, student; Hannah Stewart, RSW; Wilson Zvomuya, Associate

Adjusting Focus

Final report from the Social Justice Committee

In October 2024 the Social Justice Committee completed all its activities as a subcommittee of council and members were invited to participate in the newly formed Health committee.

The work of the Social Justice Committee has been some of our most liked, attended, impactful, and championed work ever put out by the College. During its tenure, the committee collaborated on the planning and delivery of activities such as the 2021 Repositioning report, the Big Ideas in Mental Health panel series, Advocacy Day, and the We Have Power advocacy guide.

The final year of the committee was focused on addressing racism and unconscious bias in social work practice.

The work of the Social Justice committee has greatly contributed to advocacy by providing resources to our members and contributing to safe(r) social work practice in Nova Scotia. At one point this committee had 20+ people attached to it which points to the desire and commitment to advancing social justice in community by members of the College. The staff and Council are grateful for the efforts, wisdom, and insights of the members and chairs.

While social justice no longer has an active subcommittee of council, social justice remains embedded throughout the strategies, tactics, and activities of the College. The most recent strategic plan deepens the College’s commitment to advancing social justice and equity in the activities of the College in our commitment to safe(r) social work practice.

Each of the College’s public interest committees are continuing the work of advancing social justice, but through strategic and targeted efforts. This is particularly true of the new Health Committee, which will work on addressing and advancing efforts around equity and social justice in Nova Scotia’s health systems. We also continue the work of social justice in our partnerships, such with the Nova Scotia Action Coalition for Community Wellbeing. And we will continue to advocate on emerging issues of social justice.

Social justice will continue to expand as a priority for the College through our partnerships, regulation, compliance, and professional development activities. We have a role to play in developing public health service and integrating the social determinants of health throughout our systems.

2024 COMMITTEE MEMBERS

Jey Benoit, RSW Clinical Specialist; Kelsey Benoit, SWC; Haley Boone, SWC; Robyn Boute, RSW; Tyler Colbourne, RSW (staff); Lisa Dauphinee-Muise, RSW Clinical Specialist; Shane Esarik, Student; Mobina Hasan, RSW Clinical Specialist; Holly Johnson, SWC; Danielle Laurie, RSW; Mélissa LeBlanc, RSW; Polly Leonard, RSW; Héloïse Lhorte, Student; Jessica MacLean, RSW Clinical Specialist; Laurette Mcgaughey, Associate; Tanya McHarg, RSW Clinical Specialist; Ahmed Montasser, Student; Colin James Morrison, RSW Clinical Specialist; Jim Morton, Associate; Olivia O’Shea, RSW; Juanita Paris, RSW; Rohith Perike, Student; Debra Philpitt, RSW Clinical Specialist; Janet Pothier, RSW; Josh Purdy, SWC; Laara Richardson, RSW; Mario Rolle, RSW Clinical Specialist; Naj Siritsky, RSW Clinical Specialist (former staff); Heather Smith, RSW; Patricia Stephens-Brown, SWC; Jubanti Toppo, RSW; Emelia Visca, Student; Chloe Walls, Associate; Tara Webb, RSW;

Learning Together

A report from the Professional Development Committee

The membership of the committee reflects adiversity of membership classes, practice areas and interests, regions, years of experience, and identities.

This committee went through a period of revitalization and renewal last year. We planned and led the 2024 NSCSW conference, onboarded new members, established new co-chairs, and redeveloped our terms of reference in alignment with NSCSW strategic objectives, regulatory requirements, and the guiding principles for the Professional Development Program (PD). The committee met twice a month throughout the year, to support the design, delivery, and evaluation of over 90 hours of professional development content for our members.

The committee was led at the beginning of the year by the dedicated co-chair team of Catie Mace and Monica Boyd. In August 2024 the committee welcomed Tyler Colbourne as our new staff liaison. In the fall, Helen LuedeeBoone and Rose Scott-Lincourt stepped up to lead the committee as co-chairs. The committee met twice a month throughout the year, to support the design, delivery, and evaluation of over 90 hours of PD content for our members.

COMMUNITY IN COURAGE

The committee planned and led a conference with the theme of Celebrating Courage on May 24 and 25, 2024. The conference planning focused on developing knowledge, skills, and values of social workers related to intersectional positionality and social location. We aimed to create a space for social workers to gather and restore faith in themselves and the transformative potential of their practice. Our event was attended by about 100 members and was highly rated by participants; feedback included several expressions of deep gratitude for what was learned during the small group discussions and panel presentations.

One important lesson from the conference was the lack of success in hosting a hybrid event. Evaluation data from our members has generally indicated a desire for in-person events, however, the in-person component of the conference unfortunately did not receive enough registrations for the hub locations to be used. However, members continue to express a desire for in-person learning and connection.

We aimed to create a space for social workers to gather and restore faith in themselves and the transformative potential of their practice.

COMMUNITY IN PRACTICE

A significant focus of the committee this year was revitalization and renewal as several former members moved on to new pursuits. The co-chairs and staff liaison led a recruitment drive for new committee members in the fall of 2024, successfully bringing the committee membership up to 13 individuals. The membership of the committee reflects a diversity of membership classes, practice areas and interests, regions, years of experience, and identities. The new committee has established itself as a team of committed and engaged volunteers. The new team began work on redeveloping the Terms of Reference, ensuring they guided the committee towards strategy, design, quality assurance, and oversight.

We are currently engaged in an ongoing process of evaluation & quality assurance of the PD program, planning for the 2026 in-person conference, and considering ways the PD program can deepen its effectiveness. The upcoming PD activities and future conference will continue to strive to promote content grounded in decolonial, socially just, and ethical social work practice. Our learning content and activities are driven by our strategic priorities for the College and by the results of our complaints analysis report, allowing us to design content and learning activities that are specific to the issues facing social workers and ensuring public safety. The results of the 2023 and 2024 quality assurance process will be available in August 2025.

The committee has also begun to develop a proposal to transform the way our members plan, engage in, reflect on, and integrate their learnings from their PD activities. The proposal is still under development; we hope to build off evidence and practices in other regulatory agencies and jurisdictions to synthesize a uniquely Nova Scotian approach.

The work of our committee continues to be justice and future focused, practicebased, reflexive, collaborative, sustainable, and relevant to the field of social work. We continue to reflect on and consider how the mandated topics and emerging evidence from complaints, candidacy, and our quality assurance processes can guide the PD program and activities towards safe(R) social work practice.

2024 COMMITTEE MEMBERS

Ayeshah Ali, RSW; Sandra Baker, RSW Clinical Specialist; Tyler Colbourne, RSW (staff); Micheal Esin, Associate; Lesley Finch, RSW Clinical Specialist; Holly Johnson SWC; Rose Scott-Lincourt, RSW (co-chair); Josey Lovett, RSW; Helen Luedee-Boone, RSW Clinical Specialist (co-chair); Catie Mace RSW (former co-chair); Lindsay Murphy SWC; Naj Siritsky, RSW Clinical Specialist (former staff); Mario Spiler RSW; Joanne Sulman RSW; Marie W; Kamla Williams, RSW; Lynn MacDonald, RSW Clinical Specialist; Terry Lewis; Monica Boyd, SWC (former co-chair)

Trends & Challenges in Nova Scotia Workforce Analysis

The workforce landscape in Nova Scotia has been undergoing significant changes over the past several years, reflecting broader societal and systemic shifts. These trends are particularly evident within the social work sector, which serves as both a barometer and a response mechanism for the challenges emerging in the province.

By examining membership data from 2020 to 2024 and insights from the CCPA-NS “Contradictions in Care” report, we can trace the evolving priorities, systemic barriers, and forward-looking solutions needed to support Nova Scotia’s Social Work workforce.

OUR

SOCIAL

WORKERS ARE EVERYWHERE

Social workers in Nova Scotia are an exceptionally skilled, highly educated, and rigorously trained group of professionals committed to addressing some of the most complex challenges in society. The largest employer in the sector is Nova Scotia Health, where social workers play a vital role in meeting the critical demands of the healthcare system, with 274 social workers in acute and primary care and 442 in mental health and addictions. The second most significant employer is the Department of Opportunities and Social Development, where 480 workers in child and family well-being dedicate their expertise to protecting and supporting vulnerable children.

Social workers also serve in diverse capacities beyond healthcare and child welfare, whether they’re shaping education systems in schools, providing culturally focused support to Mi’kmaw families and communities, engaging in private practice or community mental health. The qualifications of these professionals demonstrate their steadfast dedication to supporting Nova Scotia’s most structurally vulnerable populations.

Among social workers in the province, 46.08% hold a Bachelor of Social Work (BSW), a degree requiring approximately four years of full-time study. The remaining 53.92% have pursued more advanced education, earning a Master of Social Work (MSW), which involves an additional 1-2 years of intensive study. Registered Social Workers go even further, having completed 2,500 hours of practice and our Candidacy Mentorship Program to demonstrate their ability to integrate professional standards and ethics into their work. For those specializing in clinical roles, an additional 1,800 hours of assessed clinical practice ensures the highest level of competency and expertise.

This rigorous education and training equip

Nova Scotia’s social workers to address the province’s multifaceted needs, from healthcare and education to family and community support. Their diverse skills and dedication make them indispensable to community care. It is essential to recognize their expertise and the immense value they bring while ensuring they receive the resources required to sustain their critical work.

Shifts in Social Work Membership Categories (2020-2024)

The data on membership distribution in social work from 2020 to 2024 highlights notable trends that point to specialization, diversification, and growth in certain sectors of the profession.

GROWTH IN PRIVATE PRACTICE AND CLINICAL SPECIALIZATION

One of the most striking trends is the steady increase in the number of social workers seeking the ability to work for themselves. Just 12.67% of our members were authorized to be private practitioners in 2020; this percentage has continued to grow every year. When changed our regulatory structure last year and stopped requiring members to apply to the Board of Examiners for non-clinical private practice, instead of dropping the number climbed sharply to 17.03% in 2024.

The data reflects both growing interest among social workers in advanced, specialized skills and the growing demand for mental health services across the province. This shift aligns with the recognition of mental health as a critical health issue post-pandemic. The pivot toward clinical specialization is also driven by social workers’ desire to be able to practice independently, through their own framework on their own schedule.

EMERGENCE OF TELEPRACTICE

The new telepractice member class created in 2023 now represents 7.29% of total membership in 2024. This development highlights how the profession has adapted to technological advances and the changing needs of a society increasingly reliant on virtual services. Telepractice growth has been facilitated by the normalization of remote communication during the pandemic, and has expanded access to previously underserved, rural, or isolated populations. The rise of telepractice reflects a proactive effort to modernize service delivery models and create regulatory efficiency for social workers registered in other provinces, ensuring the continued relevance and accessibility of social work in Nova Scotia.

DECLINE IN RSW RATIO

While the Registered Social Worker (RSW) category remains the largest, its proportion has decreased from 57.65% in 2020 to 45.51% in 2024, despite a slight increase in absolute numbers. This trend reflects the diversification within the profession, as more members transition to specialized or non-traditional

GROWTH IN STUDENT AND SWC MEMBERSHIP

The consistent growth in the Student and Social Worker Candidate (SWC) categories is an encouraging indicator of workforce sustainability. Student membership has nearly doubled, rising from 3.76% (2020) to 7.12% (2024), as we continue encouraging our future members to begin building their relationship with us before graduation. Meanwhile SWC numbers remain steady at approximately 18% of total membership. This pipeline of emerging professionals ensures that the sector is attracting new talent and preparing for the future demand to replace retiring workers and fill new specialized roles.

BROADER IMPLICATIONS OF MEMBERSHIP TRENDS

These patterns reflect a deliberate move toward specialization, driven by increasing societal demands and systemic shifts within the profession. The growth in Clinical Specialists and Student memberships points to a responsive and adaptable field. However, the immense challenges in the work environments has resulted in shifting traditional responsibilities, necessitating supportive policies and systems to ease this transition.

Proportion of Membership Over the Last Five Years

Proportion of Membership Classification

Systemic Challenges & Workforce Pressures

While the membership trends signal progress and adaptation, these insights must be viewed alongside the systemic challenges highlighted in the “Contradictions in Care” report. Overarching issues such as understaffing, overwhelming workloads, and inadequate support continue to affect the workforce, particularly in the child protection sector.

CASELOAD OVERLOAD & STAFFING SHORTAGES

Social workers in child and family well-being often juggle caseloads far exceeding their capacity, a situation exacerbated by staff shortages. Reports of high turnover rates and frequent short-term absences only stress the system further, creating a vicious cycle of overwork and disillusionment. These pressures not only strain employees but also undermine the quality of care provided to vulnerable populations.

TIME DEFICIENCIES & MORAL DISTRESS

High workloads lead to insufficient time to provide compassionate care. This contributes to moral distress among workers, who find themselves unable to practice in alignment with their professional values. Feeling misunderstood and undervalued further exacerbates burnout, particularly when systemic issues like poverty and racism make meaningful interventions even more challenging.

INEQUITY & GENDERED CHALLENGES

Given that 85% of social workers identify as women or nonbinary, the profession faces distinct challenges tied to gender inequities. Caregivers within the workforce, who often balance professional responsibilities with significant caregiving duties at home, frequently encounter burnout and feel under-supported. The lack of dedicated policies aimed at reducing these burdens only compounds existing disparities.

SOCIO-ECONOMIC & RACIAL BARRIERS

Systemic issues like poverty, housing insecurity, and systemic racism disproportionately affect the populations served by social workers, adding layers of complexity to their roles. Workers addressing these societal problems often find themselves without adequate community resources or institutional support.

Recommended Solutions for Workforce Sustainability

To address these persistent challenges, the “Contradictions in Care” report presents a vision for systemic change. The following key recommendations echo the calls for modernization and inclusivity seen in membership trends while addressing workforce-specific issues.

WORKLOAD MANAGEMENT

Introducing caseload caps that reflect case complexity is essential for improving workflow and reducing burnout. Simultaneously, hiring more staff and addressing turnover can alleviate pressure on existing workers.

TRAINING & PROFESSIONAL DEVELOPMENT

Providing structured onboarding, robust mentorship, and ongoing training is critical. These initiatives not only support new recruits but also encourage experienced workers to remain engaged. Financial support for continuing education, such as pursuing a Master of Social Work (MSW), can further boost workforce expertise.

RECOGNITION & COMPENSATION

Classifying social workers as essential personnel ensures their work is valued appropriately. Retention bonuses, pay raises, flexible scheduling, and milestone rewards incentivize long-term commitment and counter feelings of underappreciation.

HOLISTIC WELL-BEING INITIATIVES

To combat burnout and mental stress, wellbeing coordinators should be introduced in every office. Expanding family sick leave options, allowing for flexible schedules, and providing childcare solutions can substantially improve work-life balance, particularly for caregiving employees.

FOCUS ON DIVERSITY & INCLUSIVITY

Anti-racism frameworks and culturally sensitive services must be implemented to both support marginalized communities and address systemic discrimination within institutions. Empowering Indigenous and Africentric leadership is critical for fostering equitable and inclusive practices.

ADDRESSING POVERTY & SOCIO-ECONOMIC BARRIERS

To truly alleviate the pressures on child welfare systems, broader societal issues must be addressed. Solutions such as affordable housing initiatives, increased mental health funding, and poverty eradication policies are key to reducing caseload volumes and improving family stability.

Vision for Workforce Evolution

The evolving profile of Nova Scotia’s social workers suggests a profession in flux, one adapting to meet modern needs while grappling with entrenched structural barriers. With the right policies and investment, the province has the opportunity to build a resilient, equitable workforce ready to meet the challenges of tomorrow.

Spotlight on Our Membership

A look at our Members

Social Workers by Designation

1,385

Registered Social Workers (RSW)

509 Clinical Specialists (RSW)

236 Telepractice (RSW)

537

Social Worker Candidates (Active)

104 Associates

40 Retired Associates

213 Students

3,024

Total

New International Applications by Country

New Applications by Interprovincial Transfer or Telepractice

BARBADOS

Where We Work

We asked our members where they practice. Here’s a snapshot of where you might find Nova Scotian social workers at work.

Telepractice 228 members

Senator of Canada 1 member

Outside of Province 16 members

Indigenous Organizations 24 members

Long-Term Care 19 members

Justice 33 members

Other Government 42 members

Post-secondary Education 66 members

Acute & Primary Care 48 members

Canada Armed Forces, Supports & Veterans Affairs – 37 members

Nova Scotia HealthContinuing Care – 78 members

DOSD (Dept. of Opportunities & Social Development) – Other 34 members

IWK: Community Mental Health & Addictions – 53 members

DOSD: Disability Support Program – 92 members

School Social Worker 134 members Mi’kmaw Family Services: Child Welfare – 89 members

Private Practice & Community Mental Health – 227 members

Other (Unspecified) 202 members

Community Not for Profit 113 members

Nova Scotia Health: Acute & Primary Care - 274 members

Nova Scotia Health: Mental Health & Addictions – 53 members

DOSD: Child Welfare 480 members

IWK:

Alec Stratford, executive director and registrar with the Nova Scotia College of Social Workers, said using targeted approaches means the province is “choosing deserving poor versus undeserving poor. That, holistically, is not sufficient or effective in tackling the widespread issue that is poverty,” he said. “Keep in mind that poverty is a political choice … When the government says, ‘We’re taking targeted approaches,’ what they mean is, ‘We think that some people deserve to live in poverty but others don’t.”

On the Brink: How Nova Scotia’s affordability crisis was years in the making Alex Cooke & Megan King,Global News, February 16, 2024

Advocates say the office’s creation is long overdue, in light of what’s happening in the province and the beyond. “This is urgent, it can’t wait,” said Stratford. “Given the attacks on LGBT2SIA youth across the country, the state of our child welfare system as well as our education systems, all require an active and consistent political voice. And this is the starting of that.”

N.S. moving to create advocacy office so ‘children and Megan King, Global

March 6, 2024

“Overwhelming caseloads, chronic understaffing, inadequate training, and a lack of meaningful support have created a workforce in crisis,” Stratford said. “These are not the failings of individual practitioners but deep systemic flaws that fundamentally undervalue the provision of professional care, ultimately compromising the quality of support that families and children so desperately need.”

overwhelm N.S. child protection

What this budget required was the effective framing of the issues around rising inequalities. Had the framing been correct then this would be leading to policies that could provide tax relief for low- and middle-income earners while raising taxes on the wealthiest individuals and developers. Such policies could generate revenue for non-market housing, raise income assistance rates above the poverty line, invest more deeply in childcare and post-secondary education, and create important social infrastructure to empower the voices of the most vulnerable, like a child and youth commission, another longstanding promise that has yet to be fulfilled.

The inadequate grasp of child welfare services by the Auditor General’s office has resulted in recommendations that reinforce existing challenges, such as increasing administration, standardization, and management. Most of these suggestions are likely to result in social workers spending more time at their desks or in transit, and less time engaging with families and children.

The college’s recommendation is for the province to adopt caseload ratios based on the Child Welfare League of America standard, which calls for 16-20 cases. Even those numbers are outdated, said Stratford, but it would give the department a line in the sand while it conducts an independent case review.

Caseloads, staffing

social workers – report Francis Campbell, Chronicle Herald, December 11, 2024

Nova Scotia College of Social Workers highlights crucial gaps in places of safety following Auditor General’s report NSCSW media release, May 7, 2024

News,

Community Services doesn’t know how many cases its social workers are juggling Michael Gorman, CBC, May 15, 2024

Nova Scotia’s 2024-25 budget: A mirage of progress amidst the quicksand of inequality Alec Stratford, NSCSW blog, Machr 22, 2024

Cultivating Mentorship

Candidacy mentors are at the heart of NSCSW’s model of secondary assessment and developing professional identity for new and returning social workers. We are grateful to all of the mentors who have guided Social Worker Candidates through the successful completion of candidacy in 2024.

Alexandra Acton-Bond

Kristyn Anderson

Melissa Arnott

Jacqueline Barkley

Dayna Barnes

Kristen Basque

Matthew Beson

Jodi Butler

Meagan Butler

Daniel Clairmont

Crista Clayton

Isabelle Cyr

Ashley Dalmazzi

Rachel Derocher

Norman Doucet

Helen Doyle

Karen Doyle

Benjamin Fong

Bernadette Fraser

Tiana Fusco

Anna Galvin

Katherine Gate

Jessica Gilbert

David Gouthro

Winnie Grant

Lorna Griffin-Fillier

Shannon Hardy

Valerie Heard

Haley Heist

Christiane Hessian

Kathryn Hominick

Darren Howie

Kelly-Lynn Isenor

Lindsay Ivey

Jill-Marie Jacquard

Caroline Jeppesen

Emma Kearney

Alice Kitz

Laura Knight

Ella Knockwood

Jessica Kressebuch

Danielle LeBlanc

Terrence Lewis

Hazel Ling

Helen Luedee-Boone

Allison MacCalder

Charlene Maclean

Alexa MacLean

Jennifer Maclennan

Daniela Mayo

Catherine McEachern

Evelyn Mosher-Sabine

Shawna Paris-Hoyte

Tammy Quilty-Macaskill

Ellen Reid

Debra Reimer

Christine Riordan

Lydia Ritcey

Renee Roast

Kristy Seddon

Kirsty Seddon

Ryan Seelye

Valerie Shapiro

Rebecca Shaw

Heather Smith

Kaleigh Smith

Julia B. Steele

Natalie Steele Quinn

Curtis Stevens

Michelle Stonehouse

Shauna Stuart

Jocelyne Tranquilla

Jennifer Warburton

Jennifer Wheeldon

Trina Williams-Mosher

Our Budget

Fostering Growth, Equity & Sustainability

A report from the NSCSW Council Treasurer

It is with a deep sense of purpose and optimism hat I reflect on the strides we have made together as a College over the past year. On behalf of the Council and staff, I want to express my heartfelt gratitude to our members, who embody the compassion, skill, and dedication that defines social work in Nova Scotia. This year, we were reminded of the vital role we play in shaping systems of care, advocating for equity, and upholding the highest professional standards, even in the face of financial pressures and evolving challenges.

At the NSCSW, we strive to remain steadfast in our mission, ensuring that Nova Scotians receive ethical, competent, and safe social work services. The past year marked the culmination of our 2018–2023 Strategic Plan and the launch of our next chapter under the 2024–2027 Strategic Plan, driving forward our vision for a more equitable, responsive, and forward-thinking profession.

FINANCIAL STABILITY & MEMBER-CENTRIC GROWTH

Financial sustainability remains a focal point for the College. While rising operational costs have required careful fiscal management, I am pleased to report that we have navigated these challenges with prudence, ensuring stability while continuing to improve our services.

Notably, the College has kept our registration and renewal fee increases below the overall inflation rate for the last several years. Modest incremental fee adjustments and a growing membership base have allowed us to sustain and enhance services while remaining sensitive to the financial realities faced by our members. We are always striving to make decisions that reflect our commitment to balance organizational needs with the economic pressures experienced by members.

CRITICAL PRIORITIES FOR THE COLLEGE

The NSCSW remains dedicated to achieving its mission through strategic investments and initiatives that address the evolving needs of its members and society. We have identified three critical priorities essential to our growth and impact:

Technology to Enhance Member Services

The College recognizes that technology plays a pivotal role in serving our members more effectively in a rapidly evolving professional landscape. Expanding our IT infrastructure has been a key focus, ensuring that we can meet member needs and ensure good IT security.

Investments in updated databases and cybersecurity measures have allowed us to enhance our operational efficiency and support our commitment to protecting member data.

Our shift toward digital communications exemplifies our commitment to accessibility and sustainability. For instance, the transition away from print to digital formats reduced expenses related to producing Connection Magazine by 41%. This move not only streamlines how we communicate but also reflects a deliberate shift toward costeffective and environmentally conscious practices.

These technological advancements are essential stepping stones to creating an accessible, and responsive College.’

Staffing

Building a workforce equipped to handle the increasing demands placed on the NSCSW has been another critical priority. Our investment in staff has been deliberate and strategic, reflecting our belief that an empowered team is vital to serving both our members and the broader community.

By striving to be a competitive employer where people want to work and want to stay, we minimize costly staff turnover and loss of precious institutional knowledge. By putting our values into practice, we also hope to set an example for the employers that seek to hire and retain our members.

Over the past year, we expanded our team by creating the position of Associate Registrar, which reflects our commitment to fostering equity and professional support. This role was intentionally designed to be filled by an African

Nova Scotian candidate, aligning with our dedication to representation and inclusivity within the College.

We were thrilled to welcome Bria Symonds to the staff team in October 2024 as the inaugural Associate Registrar. Her appointment not only strengthens our leadership but also underscores our values toward an incorporation of Africentric practices in regulation.

Expanding staff capacity is not merely an operational decision; it is an ethical commitment to ensuring high-quality services for our members and the Nova Scotians they serve while securing the sustainability of our organizational expertise.

Commitment to Equity & Ethical Leadership

At the heart of our mission lies a steadfast commitment to equity, ethical practice, and reconciliation. These principles guide every decision we make and every program we implement.

Recognizing the historical injustices perpetuated within systems of care, the College has continued to prioritize decolonization efforts and embed reconciliation into its work. Financial allocations for reparations work and advocacy for systemic change underscore our dedication to addressing past harms and building a just future.

Initiatives such as regular dialogues with Indigenous social workers highlight our commitment to inclusion and reconciliation.

Alignment with Strategic Goals

Our transition into the 2024–2027 Strategic Plan has been framed by enthusiasm and a renewed clarity of purpose. This plan emphasizes regulatory excellence, cultivating ethical practices, fostering meaningful dialogue, and ensuring transparency.

Key Budgetary Projections

The College’s financial outlook for 2026 reflects a balance of growth and careful fiscal management. Projected income shows a modest increase of 3.35%, primarily driven by stable membership revenues. This includes a 2.9% increase in membership fees, introduced to align with inflationary pressures observed in 2024.

While expenses are expected to grow proportionally, strategic budget planning ensures the College remains on stable financial footing. With a projected net operating income of $59,349.32, these measures demonstrate our commitment to maintaining financial stability while supporting the needs of our members.

However, with growing costs in areas like legal fees and administrative expenses we understand that sustained financial vigilance is crucial. Surpluses, although tighter than in previous years, remain an important mechanism for funding special projects that align with our mission and values.

Advocacy & Member Engagement

Amid financial constraints, our advocacy efforts remain as robust as ever. Whether addressing government austerity measures or advancing policies to improve social conditions, we continue to leverage our platform to drive systemic change. The investments we’ve made in marketing efficiency, support us connecting with members Your increasing participation in professional development programs and events reaffirms the value of our shared mission. Events like the annual conference not only showcase our collective progress but also provide vital platforms for mentorship, skill-building, and community.

REFLECTING ON WHAT LIES AHEAD

We remain committed to careful stewardship of resources, guided by the principles of ethics, equity, and sustainability. By focusing on fostering trust, transparency, and inclusivity, we will ensure that the NSCSW continues to be an effective and responsive body for years to come.

CLOSING REFLECTIONS

To our members, I cannot thank you enough for your dedication to the field of social work and for the trust you place in us to serve you. Each step we take together, from addressing financial realities to advancing social justice, strengthens our community and the vital work that we do.

With gratitude and in solidarity, KATE MATHESON PREST, NSCSW TREASURER

Independent Auditor’s Report

To the members of Nova Scotia College of Social Workers

Qualified Opinion

We have audited the financial statements of Nova Scotia College of Social Workers (the “College”), which comprise the statement of financial position as at December 31, 2024, and the statements of revenues and expenditures, changes in net assets and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the College as at December 31, 2024, and the results of its operations and cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations (ASNPO).

Basis for Qualified Opinion

We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the College in accordance with ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Management’s Responsibility for the Financial Statement

Management is responsible for the preparation and fair presentation of the financial statements in accordance with ASNPO, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the College’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the College or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the College’s financial reporting process.

Auditor’s Responsibility

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error

and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the College’s internal control.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the College’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the College to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

CHARTERED PROFESSIONAL ACCOUNTANTS

Statement of Financial Position

YEAR ENDED DECEMBER 31, 2024

Statement of Operating Revenue & Expenses

YEAR ENDED DECEMBER 31, 2024

Statement of Fund Balances

YEAR ENDED DECEMBER 31, 2024