NMC Annual Report and Accounts 2013 - 14

More documents

Recommendations

Info

• Rolled out new processes introduced in early 2013 which enable us to conclude cases by consent: consensual panel determination and voluntary removal from the register. We are continuing to refine and improve these processes, learning from our own internal reviews as well as the Professional Standards Authority's initial stages audit report for 2013. These approaches mean we can resolve cases more quickly and without the expense of a full public hearing, whilst at the same time ensuring we protect the public - our foremost priority. 40 In 2012–2013, we accepted a grant of £20 million from the Department of Health to help us improve fitness to practise performance and achieve financial stability. Our key performance indicators set clear targets to improve the speed of case progression and were agreed with the Department as a condition of the grant. The targets are to be met by December 2014. • Improving the speed of investigations Our key performance indicator is to complete investigations within 12 months. We set a target to complete 90 percent within 12 months by March 2014. We achieved 87 percent in March 2014, just missing our target, although we met or exceeded it at times during the year. This is due to our caseload containing a mix of both old and new cases. During 2013–2014, we completed on average 87 percent of investigations in 12 months, a significant improvement compared to an average of 68 percent in 2012–2013. • Improving the speed of adjudications Our adjudication target is to improve our performance so that by December 2014, 90 percent of cases will reach the first day of an adjudication stage hearing or meeting within six months of completing the investigation. We measure our progress by forecasting the level of performance we expect to meet each month based on the age of the caseload. During 2013–2014, we achieved this on average in 31 percent of cases which was generally in line with our forecasts due to the large volume of older cases in the caseload. We are confident that we are on track to meet the target in December 2014. 41 In addition, we have set a challenging target to ensure we protect the public quickly in the most serious cases. • Protecting the public quickly Our target is to impose 80 percent of interim orders within 28 days of receiving a case where urgent action is needed to protect the public. Our performance generally exceeded the target and we achieved an average of 84 percent for the year. 42 Improving the quality of our customer service to all those involved in fitness to practise cases is important to us. We have: • Provided customer service training initially to over 100 FTP staff and plan to roll this out more widely during 2014–2015. 13
• Made it easier for customers to provide feedback by enabling forms to be completed online. Initial analysis of customer feedback shows improved satisfaction across all areas measured by our survey. • Met our customer service pledge to notify participants in fitness to practise cases of our decisions within five working days in 99 percent of cases. • Improved the experience of witnesses involved in fitness to practise hearings, through better information, support and witness facilities. We aim to build on this by recruiting and training a witness support team by summer 2014. Equality and diversity 43 We are committed to meeting our obligations under the Equality Act 2010. Our Equality and Diversity annual report, available on our website, describes our progress towards our equality and diversity strategy and objectives. An equality and diversity steering group, drawn from representatives of each directorate, provides oversight and focus for this work. During the year, we: • Developed an equality analysis toolkit to help us identify and reduce or remove potential impacts on different groups of people throughout our policy development cycle and programme framework. We also updated our diversity monitoring questionnaire as a first step to improving the quality of equality and diversity data we hold. • Conducted equality analyses on key recruitment processes, our revised data protection policy, staff pay and grading review policy and proposed new FTP initiatives, such as the introduction of case examiners. • Delivered equality and diversity training courses for Council members and fitness to practise panel members. • Reviewed our HR policies including compassionate and special leave for staff, disciplinary and grievance, bullying and harassment, and capability. • Developed stronger partnerships with external equality and diversity best practice organisations to identify and share good practice, including benefiting from membership of the Stonewall Diversity Champions programme. Goal 2 – We will have open and effective relationships that will enable us to work in the public interest. 44 In our response to the Francis report, we committed to raising our profile with patients and the public, working more closely with other regulators and engaging more effectively with employers of nurses and midwives. 45 Our widespread engagement and consultation with all of these groups, across all four countries, to inform the development of our revalidation model and the revision of the Code exemplifies this. We have participated in some 80 events and used print, digital and social media communications to reach as wide an audience as possible. To ensure the needs of service users are taken fully into account, we 14
Page 1: Nursing and Midwifery Council Annua
Page 4 and 5: © Nursing and Midwifery Council 20
Page 6 and 7: Foreword We are pleased to report a
Page 8 and 9: Goal 1 - Public protection will be
Page 10 and 11: AEIs to involve patients and the pu
Page 12 and 13: 27 Following the Council’s approv
Page 16 and 17: have made use of opinion surveys an
Page 18 and 19: • Participated in the Scottish Go
Page 20 and 21: Effective use of resources 57 We re
Page 22 and 23: Strategic plan 2014-2017 64 Our str
Page 24 and 25: Financial review 67 The net outgoin
Page 26 and 27: 83 The total free reserves of the N
Page 28 and 29: Council members Allowance paid to m
Page 30 and 31: 103 The Remuneration Committee cons
Page 32 and 33: March 2014. The scheme was closed t
Page 34 and 35: Principal place of business 123 The
Page 36 and 37: Ruth Sawtell 1 1 Beatrice Teuten 1
Page 38 and 39: Role of the Executive 137 The Chief
Page 40 and 41: 145.7 Considering the application t
Page 42 and 43: 157.2 Further improving the accurac
Page 44 and 45: Independent auditors’ report to t
Page 46 and 47: The Certificate and Report of the C
Page 48 and 49: Statement of financial activities f
Page 50 and 51: Cash flow statement for the year en
Page 52 and 53: Income from charitable activities R
Page 54 and 55: 4 Charitable activities Unrestricte
Page 56 and 57: 9 Analysis of support costs Support
Page 58 and 59: Additional details for table in not
Page 60 and 61: Council which took office from 1 Ma
Page 62 and 63: Directors are ordinary members of t
Page 64 and 65:
13 Tangible fixed assets for use by
Page 66 and 67:
19 Provisions Amounts falling due a
Page 68 and 69:
The NMC meets the cost of unfunded
Page 70 and 71:
for 2013-2014 was principally to su
Page 72:
3. Subject to paragraph 4, in order
show all

NMC Annual Report and Accounts 2013 - 14

Create successful ePaper yourself

Delete template?

Save as template?