Abstract
This article discusses four questions. First, what is the operational framework of the Association of Social Work Boards (ASWB)? Second, how congruent is the ASWB's operational framework with social work values and ethics? Third, why do ASWB exam candidates from disadvantaged backgrounds-those who identify as African American, who are older, and who do not speak English as a first language-register comparatively lower pass rates in the clinical licensure examination? Fourth, what are ethically sound novel strategies for improving the ASWB exam? This article argues that (1) ASWB, in its present state, operates under a business model philosophy, which is incongruent with the social work value of integrity, and (2) the disparities in pass rates in the ASWB exam may reflect its lack of validity. This article also presents three relatively innovative strategies for restoring confidence and increasing success in the ASWB social work licensing exam and two contingent solutions to the problem of exam pass rate disparities based on race, age, and primary language. The implications of this study for social work stakeholders are also discussed.
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