DooJSgn Envdry ID.. 8866F2CL%715U11LW02.38214S11D nmc Nursing & Midwifery Council Annual Report and Accounts 2021-2022 and Strategic Plan 2022-2025 lelOFIC￿7l5¥4ll￿D2a82ll5*IoS Nurslng and Midwlfery Councll Annual Report and Accounts 2021-2022 and Strategic Plan 2022-2025 Annual Roport 2021-2022 and Strateglc Plan 2022-2025 presented to Parliamont pursuant to Ariicle 50121 of the Nursing and Mldwlfery Order 2001, a$ 8monLled by the Nursing and Mldwifery {Amendment) Order 2008 Accounts presented to Parllampnt pursuant to Artlcle 52(71 ol the Nurslng and Mldwifery Order 2001, a5 amended by the Nurslng an¢ Mldwifery (Amendment) Ordgr 2008 Ordor4£1 by the House of Commons to b• prlnt8d on 18 July 2022 IC 5•2 $B6•FIC￿lS￿lIwD24￿I45I7wB Contents Foreword Our role Performance review 2021-2022 Strategic plan for 2022-2025 49 Financial review Remuneration report 59 Statement of the responsibilities of the Council and ol the Chief Executive and Registrar in respect ol the accounts 83 Mld*lhry ¢#￿hr11 ctrpyvlwhl 2012 Annual governance statement of the Opon GoYttDnl¥nt Li<•nc* v3 0 piceot Independent auditor's report to the trustees ol the Nursing and Midwifery Council you will nggd lo obtaln pqrmh51on FrDm Th18 p￿￿lIcatIOn i* avoll4b1•47t lim￿.Or￿￿& The Certificate and Report of the Comptroller and Auditor General lo the trustees of the Nursing and Midwifery CouT)cil and the Houses of Parliament b• &ont to Nur1in9 ind Mldwif•ry Cotsncll. 23 Portlènd Wac•, London, WIB IPZ ISBN 97È.1-5286-3590-5 Financial statements for the year ended 31 March 2022 EQ2769521 07122 125 PrintO0 On QaO•rcontainin9 40% rncychd fibi* Appendix I 164 Prlntgd ill thè UK by lh• HH AssoC￿t•S Ltd 00￿$￿Er￿lI￿￿1D IB&¢FXts71wIIDW24821451ID405 Foreword We would like to hi9hlight two par=Icular achievements. Following extensive public consultation, we have now agreed new 5tandèrd? for specialist community nursing and specialist comtnunity public health nurses post-reg15tration quallfications. We are grateful to all those who have worked with u5 on thi5 Slgnificant achievement. It mark5 the culrnination of 51x years. work to update all our education standards ro support rhe nursing and midwifery professionals of the fulure. We are now startiig to look ahead to ￿hat regulatiory of advanced practice tnl9ht look Ilke. Disappoinrin9ly, we did not make the progress we wanted in reducin9 our fitness to pra¢tise easeloèd. eaning cases are taking much longÈr to resolve than we would like. We are sorry for the further distress thls causes for all Involved. We have 5t8bili5ed case numbers and are determined to deliver further ch8nges to reduce the tim& people wait for o dècision In the year ahead. Towaids the end of the year Oonna Ockenden published her review of maternity servlces at the Shrewsbury and Telford H05Pltal NHS Trust. It Is a painful report to read and our hearts go out to the families whose lives have been changed forever. and who have had to fight s(> hard to be heard. We also recognise the pressure on individual midwive5 a5 they 5tflVE to deliver good. Safe care in difficult circumstances. Welcorne to the NMC'S review of 2021-2022. This report covers the sectsnd year of our five-year strate9y.' a year again dominated by the Covid-19 pandemic. We continued to art with agility to meet the need5 of UK health and care services and the public. for example In extendirTrg our temporary register when needed. We appreciote the collabtsratlve approach and support we continue to receive frorn the Unlons ènd Royal Colleg85 to help us achieve thls. This and forthcoming reports Into Othèr mat&rnily services will shape out work for som& time io come. It'5 going to take all of us regulators, employers and professionals - working tO9ether with worren dnd thelr farrilies to ensure that safe an(J kind rnaternlty car8 is a reolity for 8voryonè, everywh8rg. We are detefmined thèt all our work mvst be built on a 5011d foundatlon of advancing equality, valuin9 diversity and promoting Inclu510n IEOI). Health Ineoualities have been oxposed and exacerbated by the p8ndeml¢ and we a11 have much to do to address these challenges. Our EDI plan, published this year. sets out how we will integrale EOI In all our work, gnsurlng our own rogulatory processes We also updated the t85t that inrernatlonally-trained nurses and mi¢wiv&s havo to lake befor8 they join our regist¢r t¢ rétlect these new standard5. Th15 means that peoJle con be confident in the quality of the care they recoive- no matter where the professionals looklng afrgr them trained. Proposed reforms of our legislation Ill also help by givin9 us the IleM5billty we n88d to resolve cases more Quickly whllst still protecting the public. We have begun to work on how ro make rhe most of rhe proposed change5, and what the Impacts on the V4ider worklorco mlght look Ilk•. Flnally, there is so much more in this report whlch r&fl+¢t$ the hard work of evetyono, Coyncll members, colleagues and partner5 In challonglng circumstances.. we thank them all for thelr dedication. $lr Davld Warr•n Chalr Anllreo Sutclifle Chief Executive and Reg1Strar ol Jyly 20P2 oi July 2021 Awiual Réport and Account512021-2022 Forewor ID IEeoFICLW154411LWDI40214SIIDWB 01 Our role We are th• Independent regulator lor nurses and mldwlves In the UK and nurslng assoclates In England. Our objectives are set out in the Nursing and Midwifery Order 2001 (as amended). Allnual Report and Accounts12021.2022 The overarching aim of the Council is the protection of the public by: Our governing body Is our Coun¢il, which Is made up of six lèy people and six professionals on our re9lSter. Our work is overseen by the Professional Standard5 Authority for Health and Social Care. which reviews the work of regulator5 of health and care professions. We are accountable to Parliament through the Privy Council. We are also a reg15tered charlty and Seek 10 Ènsure that all our work delivers PLJblic benefit. Regulating and supporting our professlons allows us to Intluenc• health and soclal care. We share intelligence from our regulatory activities and work with our partners to support workforce planning and se¢tor-wide deci5i0n making. We use our volce to Speak up for a healthy and in¢lu51ve working environrnent for our professions. protecting. promotlng and maintaining the health. safoty and wellbeing of the public Our five strategic themes guide how we prioritise and phase our work. as well as new investrnent in people and other resources. They are.. b. promoting and maintaining public confidence In the professions regulated vnder the Order Improvèment and Innovatlon Our vision is safe. effective and kind nursing and midwitery that Improves e. prornotin9 and maintaining proper everyon8's health and wellbeing. profe55ional standards and conduct As the Independent re9ulator of mor& for member5 of th05e pruf¢ssions. than 758.000 nursing and mi(Jwifery professionals, we have an Important role to play In makin9 this a reality. Pvoactlve support for ouv pYof•sslon5 Moye vlslb10 and b•tt8r Inlormed Engaglng and ompowotlno thè publlc. prof•$slofba15 afid partn•t¥ Our regulatory responslbllltles are to: Gieater In51ght and Intluonce Our core role is to r•gulat•, Fir$t, we promote high professional Standards for nurses and midwives across the UK, and nursing a5sociate5 ￿n England. Second, we malntain the register ot professiona15 eligible to pracfise, rhird. we Inve51igale concerns about nurses. tnidwive5 nur51ng associates- something that affect5 a tiny minoriiy ol professiona15 each year WÈ believe In taking account of rhe context In which Incidents occur and givlng piofessionals the chance to addr855 concerns, bul we wlll always take action when needed. Underpinning these thomes, we aim to align our capabil￿tIes. infrostructure and culture lo become a fil for the future organi5ation. m•lntaln th• r•9lit•i of nuf585 and midwlves who meet the requirements for re9lstration In the UK, and nur51ng assoei8tes who meet the requirement$ for r89lStration in England Our values underpln everything wo do They shape how we tblnk an(t aet. We are falr We treat everyone t8irly. Foirne5S IS at the heart of ouy rol8 as è trusted, tr8nspareni ¢egul8ror and employer. sèt the r•qulr•m•nti for th• prof•iilonal educatlon that supports people to develop the knowledge, skills and behaviour5 required for entry to, or annotation on, our regi5rèr We are kind W* dct with kii)dnf>ss and Iii a woy tl)di valuÈs pÉ>opltr. tli&ir Insights, situations and expèriences. To re9ulaie well. we support our professions and the publi¢. We create resources and guidance that are useful throughout people's career5, helping thgm to delivÈr our standards In pra¢tlce and addiess new cha￿lenge5. We also support people Involved In Liur Inve5tl9ation5. and we are Increasing our visibility 50 people feel engaged and efnpowered to shape our work. $hap¢ the practice of the professionals on our reglster by d•voloplng Jnd ptomotln9 Jtanoards Including our Code. and promoting lifelong learning through revalidation We are collaborative We value our relationships (both within and outside of the NMC) and recognise that we're at our be51 when we work well with others. We are ambitiOUS In¥•stlgate and, 11 n•ed•d. take aciion where Serious concerns are raised about B nurso, tnidwife or nursing associate's fitness to pract15e. We take pride In our work. We're open to new ways of woiking and always aim to do otsr best for the professionals on our re9lSter, the public we serve and each other. 4nnuai Repoyi and Account512021-20Z2 L*trJ5WEts¥iWID BB66F2Cts715￿l1(W*o3.I&I145llD1llB Our strategy on a page Purpose Proinole aiid uphold 111911 prufessional standards in nLirsing and midwifery- protecting the public. In5pirino public confidence Vlslon Safe, effective and kind nursing and midwifery, lrnproving everyone's health and wellbeing. 02 Our role 2020-2 Performance review 2021-2022 Ro9ulate Support Inllu•nc• An accurate and transparent r•¥l¥t•r Robust professional and educational It•nd4rds Prornot8 und•rit•ndlng our profession$ and our rolo Provide pi•¢tl¢•l tooli help errbed standards Promote positive 8nLI nclusive piof•iilonal workln9 •nvlrvnm•nli Share data an4J Inslght to identify rlsk5 of harm and address workforce challenges Encourage r•gul•tory Innov*tl¢n. Assuring •du¢itlon programffl•¥ Responding fairly to fltn•ss to pra£tli• (Ftp) con¢orns. Emotlon)l/pra¢tl¢•l iupporl - people Involvad In our procos$0s. We had achleved a great d•al by the end of 2020-2021: we had launched and maintained our temporary register, introduced emergency and recovery education standards. and rapidly established remote working to continue our services. Values Fair Kind Collaborative Ambitious Themes 2020 25 Improvemont and innovation I Proactlve Support Visible and better informed l Engaging and empowering I Insight ond influence 2021-2022 was the secon(J year of our strategy. Like 2020-2021. it was substantially èffected by Covid-19. with significant elements OF our plans having to be deferred to focu5 Qur re50urces on respondln9 to the pandernic. To ensure our strategy remain5 feasible. we have revlewed prtsgre55 and re-scoped or re-phased SOMÈ cotnrnitment5 and decided not to pursue other5 before 2025. Our revised cornmltments can be found in the strategl¢ plan Section of fhis report. 10 Annual Report ènd Account$12021-2022 2BIOFICLWF1SI41IWD2-WI￿I$D1U8 But we also ended the year with delays In the following pages, we report on to our strategic programmes and a how that plan has helped us to fulfil high and growing fitne5S to practise our foSe and further our vi510n for C85eload. To help navigate these safe. kind and effective nursin9 an¢J ¢hèllenges and build on our succes5e5. midwifery that Improve5 everyone's our corporate plan for 2021-2022 set health and wellbÈing. out 10 commitment5. Our permanent register by registration type at 31 March 2022 40.165 704,520 6,744 6,874 Mldwlv•s Nurses Dual r•glster•d Equalltyj dlverslty and incluslon Nurslng assoclates We have a responsibility as a regulator arid as an employer to do evErytl)Ing we can to ra¢klÈ discrimination an(J to promote diversity and Inclusion. We know that the besr way to do ihls 61fectively is to •mb•¢J 8uuality. diversity and Inclu510n IEDII Inio all our work. In this report. we have drawn out how we have pro9ressed this work In 2021-2022. Total register 758,303 Regulatlng nurslng and midwifery Our reglster Numbers of professlonals by country or region of initial registration: Our reg1Ster is ai the core of evefylhlng we do. It protects.he public by ensuring that only those who me¢t our 5tandard5 can practlse in the UK, England 491,030 European Union/European Economic Area 28,864 On 31 March 2022, the number ol nurses, midwives and nursing assoclates on the perrnanènt reglster was 758,303. This represents.. Northern Ireland 21,850 Outside of the UK/EU/EEA an increase of 3.6 percent (26,403 professionals) Scotland 72,381 113,579 since Narch 2021, and Is the highest number of professionals ever on our register. Wales 30,599 12 Annual Report and Account512021-2022 Peifwmance revie¥v 2921-20?2 13 OllEwSwEr**kp•lD l￿F2￿11￿4••C￿O2-S11IlsIlDlllB The number ot piofessionèls joining the re9iSter for the first time ha5 risen by 13.919 to 48.436. Almost half of these first-time joiners trained outside the UK. Our registration processes ensure that professionals provide safe. kind care when they join our register. These processÈs must be appropriate, proporiionate. and efficient. Our strong reg15tration performance this year supports rhat alm, Temporary reglster Our temporary register is rn4de up of group5 of professiona15 whom we consider to be fit. proper and suitably experienced to work In Support of the Covid-19 emergeTlCy. The groups Include nurse5 and rnidwives who had previously held registiation and certain groups of professionals who trained outside the UK ProFe5sionals who left the permanent register between l March 2015 dnd 31 March 2018 and International candidates who meet the requirements for temporary re915tration are subjèct to conditions of practice whllo on thè temporary reglster. G￿En the success of the vaccination programme and the easing of the pandemic, on 21 February 2022. the Government Confirmed that the tgrnporary iegisier would close on 30 September 2022. We stopped accepting new entrants on 24 March 2022. We were pleased that during 2021-2022. a total of 2,101 professionals olther ioined or re-joined the permanent reoister from the temporary register. We will continue to support temporary re9i5tfants to join the permanent rFg15ter before It ¢10sos In Seprernber 2022, should they wish to do so. 25,028 trained in the UK 12020-2021.. 24,5551. 663 trained in the European Union/ European Economic Area IEUIEEA) 12020-2021. 8101, A total of 99.6 percent {2020- 2021-. 99.3 percentl of UK initial registration applications were completed within one day. rneeting our target of 97 pÈrcent, 22,745 tralned outside the UK or EU/ EEA 12020-2021.. 9.1521. Where a contern has been raised, some applications take longer to process. Our target 15 to complete 95 percent of these casès in 60 days. In 2021-2022 we exceeded this target wifh 96.2 percent 12020-2021,. 97.7 pqrcentl. The nutnber of people leaving the register has a150 Started to rise.. In¢reasin9 by 3,199 to 27.133. a reverse to the talling trend over recent years. Since publishing rhg Annual Report for 2020-202Tr, we have dlscovered some minor dato errors. We have rhoroughly reviewed the Issuos that leLI to these eriors and havo put In place actlons 10 avoi(S a r¢¢urrenc8. These errors wore.. In r¢spon5e to the Omicron variant, from 22 Dgc8rnber 2021 we reopgn• our temporary register to moro professionals who were tralned outside the UK. On 31 March 2022 we had 14,952 professionals on the rerrporofy rogi5ter 115.457 at 31 March 2021). We are hugoly 9rateful to everyone on the temporary register tor the Invaluable contrlbutions th•y have mJLJe. A total of 99.7 percent of internaiional re9isiratlon application5 lincludin9 professionals tr8lned in the Eu/EEA Ylho staited their application aftÈt January 20211 were completed within our goal ot 30 days, ¢xceo(Jing our target of 90 pèrcént 12020-2027.. 99.4 percenr in 30 days). For thtr last Six month5 of the year. we processed applicatlons wlthin around 10 calendar days. which was a signlfi¢&nt support to the workforce. We were able to achieve this wlth funding from the Dépaftment of Health and Social Care IDHSC), which provided us wlth a grant of E2.6 rnillion to speed up our processing of international Tegi5tr8tion applications. Most of thi5 funding. some £2.4 million. was pa55ed by us direct to the OSCE delivery cenrre5 In the universities providing the test. reportlng the number of profe5510nals on the re9iSter as 731.91B Icorre¢t h9ure'. 731.900) and Ihe nufflber of nurses on the register as 681.527 Icorrecl flgure,. 681,525) 'B•lng part of thll has reklndlod my love of health are and remlnded rne why, over 40 years ago, I knew that nurslng was the care•r for rne. As a former career nurse. returnlng to the permanent reglstor was no.bralnor." reporting the number of new professionals on our re9lSter es 24,611 (correct fi9ure'. 24.555) bnd the nurnber of new professionals traingd outside the UK and EU/EEA a$ 9.156 (correct Iigure.. 9,152). The inaccuracy happened because we counteL* a Small number of records pioduced lo test the systèm and som• duplicate entries from when nursgs had In¢orrectly used a nursing 8550Cl4te application and then re-4pplied as a nurse. "I have enJoy•d every mlnute at the Vacclnatlon Centre, and I wanted to take th1$ tlm• to thank the NMC lor glvlng rne th• opportunlty to contrlbute and do my part to help save people•s Ilves." Professional on the temporary re9lstgr Professional on the temporary rggister 14 Anny81 Repotl Accounts12021_2022 Perloimanc* révlgw 2￿21-203k Is rwswEn¥ikplD 081qFX￿II541llDlID14o2I4SII Our contact centre We took a number of actions. including brin9ln9 forward our peak season re¢ruitment, and were able to increase the number of calls answered from 69.5 per¢ent In May 2021 to 90.1 percent In August 2021. For the year. we answered 88 percent of calls 12020-2021.. 86.1 percentl. just missing our target of 90 percent. Equality• diversity and inclusion: Covid-19 equality impact Our contact cer.tre supports nurses. miowives and nursing assoclates with queries they h3ve about their registration. At the start of 2020-2021, we were receiving a higher than usual volume of cornplex ca115. ManJ were driven by the chan9in9 natUfÈ of the pandemic ar,d our "e5ponse to thls, for example In relation to reva idarion. This trend contiiued into the start of 2021-2022 aid was further 8xacerbatÈd b¥ technical challeng95, largely due ro remoie workin9. whlch impacted dettimentally on our performance, We know thaf changing our regulatoty processes In response to Covid-19 could have negative Impacts on certain groups of people. To avoid this. we used an equ, 57,490 The contact cèntre also responded to 57.490 emails over the year. compare(J to 62,274 in 2020-2021, a decrease of 7.7 percent. Thls decrease can be attributed to profe55iona15 needing less Covid-related support. Emall r•sponse8 16 Annual Report wnd Attounts12021-2022 PeTtOrmèTrce revw 2021-2023 1816F2¢￿716141lr￿￿￿62ll911￿￿ New Test of Competence Following èn open tender proce5S. we were pleased to appoint two new partners to deliver the PTa¢ti¢al glement of our test. expanding capacity from three to five partners. One of the new pèrtner5 began testing in March 2022, and the other In May 2022, providing more choice for those seeking to take the Test of Competence. We are particularly grateful to our e¥15ting portnefs for Iheii suppori in launching the new centre5 quickly and safely. In advance of these 4rrangements erKlin9. The 205,044 figure equbtes tr) a we are working with the Department of revalidation rate of 89.6 per￿nt of Business. Eneroy ar￿ Industrial Strategy professionals revalidating in 2021-2022 by to irnfluer￿e the developrnent of a their orwinal due date. ThL8 Is highor than ¥￿IllIcat￿n frarr*work. for 2020-2021 (80.7 percentl but lower than before the pandemic (where the rate ranged between 92 and 94 percent}. Corporat• Commltment fov 2021-2022.. nurses an¢J midwive$ take to ioln OUT reglsttrr. Revalidation Further Intorrration on revalidatk)n durin9 2021-2022 can be found in our R•valklotlon Dats T•bl•s. To refn8in on the registeT, èll profe5S40nals need to (kmon5trate that they are nwintsining safe and effective practice by revalidaring once every three years. Revalidation promotes lifelong learnin by requiring nursing midwifèry profe$sbnaL5 to reflect on thelr or8Ctic8 and how the Code applies to their work. This is now a well.established part of professionals. continuou5 development, with many of thos6 tsn our reglst8r rgvalidating fora third tlme dunng 2021-2022. We use our Test of Cornpetence to asse5S the skills an¢J knowledge of people trained outSKle the UK applylng to join our reglster or those who wl$h to n 2022-2023. we plan to explore r8join It after a long period away trom Iternative models for dellverlng practice. We launche strengthen rheir pra¢ti¢e 51nce It happenpd. 'I'm dgllght•d that wo*• b••n abl• to ilqnlllcantly n¢r•ai• our oblg¢tlv• •truetitT•d cllnlcal •x•mlnatlon (OSCEI t•At c•ntv• prov161on. Thli *ddltlonal c•pa¢lty wlll m••n pvol•sslon•li wlth th• rl#ht skllli kDowl•dg• wlll hav• moro ¢hole• Ir* wh•rg to tako th•lr t•st. 4nalJllng th•m to lolh tsur r•glstov gulckly and iaf•ly." For thè full year 2021-2022. 205.044 profeSs￿nal$ successfully rpv4lidaled. Thi5 includes 370 nursing a5SOClate5 who were revalidatin9 for the first bme slr this new profession wa5 added to the rEgister in January 2019. Four Chifrt Nursing Oth¢er$, August 2021 We operate a proce55 which allow5 people to tell us what happened straight away aThl en¢ourage5 professionals, rnÈmbers of the public and Èmploying organisations to engage with us to rnake sure we mèke the 11ght deCi￿on5 as soon a5 P055Q)le. AndFea Sutclitle. Chief Executivè and RE9ISIF41. NMC 18 Annual Repoit and Acc¢unts12021-2022 perfoiffjance ￿VIeW 2021.202d Fitness to practise in numbers: 2021-2022 Screenlng We received We reached decisions on We decided We decided When we receiv? concerns abtsut someone's fitn85S to practise. we check whether they are on our register and assess whether the Concerns require full investlgation. 5,291 4,923 1,080 3,843 cases required lull Inv•stlgallon (2020-2021 1.335) ca5e5 did not require • lull Inv•stlgatlon 12020-2021 2.7881 new concerns cases 12020-2021. 4.1231 12020-2021 5.5A7) erim or ers Fltness to Praetlse panels Imp05ed: Interim suspenslon orders In Interlm ¢ondltlons of practlce orders In (2020-2021.. 309) Where needed. at any point. Fitness to Practise pan&ls can take urgenl. temporary action to prote¢r the public while we look irnro the concerns that have 264 cases cases 12020-2021.. 240) Case examiners We completed Take no further action In Glve advlce, Issue a warnlng ov agree underlaklngs In Where noodod, wg fully inve5tigatO tho concerns raised about someorte's fltness to practise. 1,582 Refer At tho end of the inve5tigotion our case txarniners decide wherher any next steps are requlred to protect the public. Case examiners rnay docldé tg take no further action If they concludè the concorns do not require regulatory action or if the nurse, mldwlfe or nursing a550ciatÈ has taken sufficient steps to improve thfyir practico. investigations (2020-2021.. 1.083> 739 102 741 cases Our Ca•• ex4mlner• declded to: cases cases tor adjudlccltlon 120?0-2021 5751 <2020-2021 73 cas951 <2020-2021,. 4551 Adjudication Fltn••i to Practls• pJng1i mad• Remov• the erson Irom Susp•nd th• pèrson from the règlster temporarlly In Issue cautlvn5 In Where ne@ded, cases are heard by Fitnes5 to Practise panels. rhe reglster In 124 cases 37 fvrther action If they conclude thÈ allegations are not PanÈls decide whether regulatory action is reouired to protect the public. Panels may decide to take no proved or If the nurse. midwife or nur51no associate has taken 5uifi¢l¥nt steps to improve th¢ir practlce. 414 109 cases 12020-2021 861 (2020-2021.. 14) declslons (2020-2021 2081 where they declded to: Impose condltlons of pyactlce Ofder$ I Take no further acllon In cases 61 cases (2020-20?1.. 56) (2020-2021 271 83 cases 12020-2021.. 25) p￿blISh0d lThQui Annual Fittb455to Pract150 P¢K*t. jEF6f2C￿Il￿4l7￿QIAt2lI¥l1EwB Fitne55 to Practise Improvement programme Despite making Improvements, we failed to meet this airn.. on 31 March 2022 our caseload wès 6.469 and we will not achieve the 4.000 target by 31 March 2023. We have reduced the costs of servicing our Shorter virrual events by aTnending our support for virtual hearings and panel member feE arrangements. To achieve this, we will Invest i increased capacity in key areas, while also continuin9 to redesi9n our processes and embed the improvements we have already made. This will enable us to reduce the caseload Oy.. Co¥porat• Ctsmrnitmeiit lor 2021-2022: We also fa51ed to tnegt our two k•y p•ilormant• t4rg•ts. We have mède these Improvements against a backdrop of staff vacancies and capacity challenges In the teams that deal with the early 5tagfys of the proc055. This has thad a slgnificant Impact on our abillty to reduce the caseload. Resolving these issue$ Is key priority for the coming year. Rediice the Iitiiess to praciise ca59load aiiij IiTrviowe Yle hanoie people's concerns aboul nursin9 an¢J miawifery pratp%%ionals To close 80 per¢enr of cases within IS months from receipt.. on average we Closed 62 percent of cases within 15 months (2020-2021.. 72 por¢•ntl. trn5uring that we take a final decision on a ca58 at the earllest possible opportunity Smproving the efficiency and effect￿VeneSS of our opera¢ion5 to Increase our output Since the beginning of 2019-2020. our titness to practise caseload has increased. meaning that people who have raisèd concerns and professionals ffected are waiting lon9èr for us to reach decisions. We know how devastating this can be ftsr all involved, which Is why rèducing the caseload and making sp¢edi8r dec151on5 Is our top corporate priority. To irnpose BO percent of iriterim orders wilhln 28 day5 of receipt. Instead. we ended the year wlth 77 percent of Interim ordprs imposed withln 28 day5 12020-2021.. 78 percentl. voiding inappropriate referra15 and reducing the number of cases we need ro consldèr. Looklng to 2022-2023 Our aim remains to achieve a ca58load of less than 4,000 but we now do not oxpect to reach thls by March 2023. Instead. we aim to re¢Juce our caseloa¢J to S.000 cèse$ by March 2023 and reach 4,000 ca5e5 by March 2024. Whlle we hav¢ not m8naged to reduce the caseload. our Improvement work has arr95teL* rhe growth that we have 50en over the past few years The Increas¥ In our ca5è1oad 15 not dug and stabilis&d the caseload. K•y •r••¥ to more ¢onc4rns being raised with us. thot wg h•v• rn•d• piogr•ii In Jr• Instead, initially It was due to vJcancles outlln•d b•low. and the Impact of embeddin9 new per50n-centred wèys ot working. Then Ihe onset of the pandemlc In March 2020 ¢urtailgd our plans to address theso issue5 and further disrupted our processes. This led to the caseload r15ing higher during 2020-2021 and meant we startoij 2021-2022 with a high and rapidly 9rowing ¢aselood. with 6.357 fitnes$ to practI5e coses at 31 March 2021 lat 31 March 2020.. 4,506). We made progress in our ability to reach ¢l•¥r and well-evidenced fin&1 dtrcisi¢>n5 al the earliest possible oppottunlty. Around 78 percent of cases we moke decisions about at the first stage of our process are 1058d. compared to an earlier level of under 70 p¢rcont. Equality* dlverslty and incluslon: Learnlng from our handllng of discriminatlon cases Followin9 con¢prn5 about OL*1 handlin9 01 a case involving dtscriminatory and racist b¥havioui. we reviewed our procèsses and publlsh•d out l•Jinlng As a result. We have Steadily improved our output at the case examiner stage of the process - rhe stage at the end of an Investigation where an examiner dtrci(J05 whether any steps are required to protect the public and where cases might be closed or might proceed to a panel event. We have gtionytheneé our gu*dance so that we are con$15tent In what we mèan by discrimination, bullying, victimisation and hata95ment. and how seriously gllegations likÈ these need to be ièken. Our progress We establlshÈ(J our Fitn855 to Pfactlse Improvement progratnme and cornmitted to reduelng our caseload to 5.250 by 31 March 2022 and to 4,000 by 31 March 2023. We have delivered enhanced equality, diversity and intlu510n IEDI) ¢r3lning tor Fitness to Practise panel members. and we will Introduce new training package for all colleagues In 2022-2023. We have steadily In¢reaspd the nurnber of Firne$5 to Practise panel Èvents that we are able to hold each day. 22 Annual Report and Account$12021-2022 Peilotmancy review 2021-20?2 23 Whistleblowing to the NMC as a prescrlbed person Of those 152. 36 were received through our whistleblowing mailbox and 116 were disclosures made durin9 fitness to pracrise cases. The most tommon themes of disclosure madÈ this year were.. patient safety and care.. leadership and rnana9Èment', health and satety,. and behaviour (including bullyin9, Inlimidation or harassment of colleagues). Independent Revlew of Maternity Services at the Shrewsbury and Telford H05Pital NHS Trust (Ockenden report) To ensure these standard5 are fully irrplemgnt¢d in edu¢ètion and practice. rn8ternity 5ervice5 a¢ross rhe country need to be propèrly resourced, with 5LJStained InvÈstment in continuing professional development. The NMC 15 a 'pre5cribed person. in 18w. This means that concerns may be ra15ed with us by nur5e5. midwives, nur5in9 associates. students or other healthcare professionals who Identify wrongdoing In their workplace5 or Each year we publish a joint report with praciice placement5. Our policy sets other health and social care re9ulator5 out six criteria thaf we use to decide if on how we handled whistlgblowing Informaiion we receive should be dealt dlsclosures. The joint whistleblowlng with as whistleblowing. disclosures report 2020-2021 c8n be found on websSte. The joint report for 2021-2022 will be published later thls ye8r. There are $0 many dedlcate professionals in maternity services who want to pro'4ide the safe51 and best possible car& and SUPPOft. We all The O¢kenden report was published on need to work together to make sure 30 March 2022 and set out appalling rha¢ happens fol every woman. every arid lon9-Standing failkjres in rnaternity baby evefy family all the time. care anLI leadershlp at Shiewsbury and Telford NHS H05pltal Trust, Each of rhe Followlng the publlcatlon of the cases is a family tragedy. report. we wrote to all rnidwive5 on our reoister to draw their attention to Donna Ockenden and her team havg the report and to share resources to undertaken crucial work pointing th9 help them with the challenge5 they way to make susralnable Improvem&nts are encounrerlnE. We received a letter In rn8ternity Care. It Is essential that trom ihe Secretary ot State asking u5 fami1185 are hebrd, $tBff are able to to review our regularory processes In speak up and concefns are acted upon, light of the report, Wo have tesponded to the letter explaining thg changes w• have already made and further actions we are taking forward in 2022-2023. We published th s letter In our Nay 2022 Councll PaP•fl. In 2021-2022 we received 152 disclosures thai mei our criteria for disclosures we reasonably believe to be Instance5 Ot whistleblowing 12020-2021.. 192). Our evldence-based Future Midwite Stond8rds are there to support midwivgs to Iyeliver the safest. person. centrod caro for women and bables. This Includ05 kntsv41ng when thin05 are going wrong an(J maklng sure the right actions are taken In resp¢nse. In Aprll 2021, we received concèrns about managemonr and patient care at an NHS hospltal. These concerns includ0¢ discrirninatlon. issues rolatin9 to medication and staffin9, and vlctimlsatlon of the person raising tho ¢oncain. Case study We dealt with the concern through our Fitness to practise process. our education Quality assurance procoss and our Émployer Link Servlce. Our ErnployeT Link tfrarn established that the tru$t was aware of the concerns and they were being approprlately dealt with at a local level. We also shared the information wlth tho Care Quality Commission ICQCI and Healthcare Safety Investigation Buroau IHS181. "It's down to the sheer determlnatlon and brav¢ry of grlevlng famllles that these syslemlc fallures have now been recognlsed. Women and famllles should hJve boon Ilstened to and taken serlously far sooner." 4Aridrea Sutclirre, ichief Executive and Registrar, NMC 24 Annual RepDrt and AccouThts12021-2022 Performance ièview 2021-2022 25 Setting robust education and professional standards Pre-registration programme standards for nursing and mldwifery Post-registratlon education standards This is coupled with the fact that new community nursing role5 are being devtrloped which are not represented by the current stsite of SPQS, a trend that is likoly to continue. Corporjtg Commitmènt for 2021-2022.. We have addressed the origlnal concerns by strengthenin9 the standard5 for ecjucational programmes to ensure that students in Field- Specific roles are taught within thè At th• start of 2021-2022. consultatlon opened on our new post-registration context of their speclality. We are a150 emphasising that standards of proficiency standards for speciallst proficiency nÈÈd to be met within a corrrnunity public health nursing student's intendeLI field of practice. (SCPHNI, cotnfflunity nursing speciallst We have also acknowledged the prattice qualifications (SPQ5) and associated programme standards. Important rolB of voluntary standard5 To ensure as many people a5 P05slblo produced by other bodies. which complemenr rhe higher-level. had the opportunity to respon(J. Iho overarching r¥gulatoiy purpose of consultalion ran for 16 weeks and our standards, was supported by a comprehensive communication and engaggrnent catnpaign. resulring In fnore than 2.300 responses. Corpoiate Ctsmmitmenl tor 2021-2022.. DoiivLJr new pniicarion stanuards that build c>n ambiiions lor comrnuniry and ublic health nursiiig In thg U We review and maintain standards for nursing and midwifery education and praciice ai both pre-r8g15tration and post-reg16tration levels. These siandard5 tnust be rnet by all Flursing nij Tnidwilery students pric>r to entry to the register. This ensurè5 they are fit to practise ai the ptsint of r8gistration. Use p.viderTriy <*rid research to decid¥ whetlier to propose changes to our progTatnme siandar¢Js tor pro-rpy151raliDn edLlC.ation Following the UK'5 exlt from the European Union IEUI. In 2021-2022 we commissloned two pieces of research to Identify what changes, it any. we fflay wlsh to make to our pre-reglstrarion pro9rarnme Standards. Overall, the rosearch found that stakeholders did not support radical changes and that there was a Ilmitgd baso of existing evidence from whlch to Propose changes. In 119ht ot tho flnding5, we committed to a process of co-production to develop prop05al$ fuither. ready for consultallon In summer 2022, The reflnements made to the standards for both SCPHN and SPQ following Ihe consultation have beon widely acknowl&d9ecl as positive. We have 8150 received support ftsr the outcome from the Chief Nursing Officer5 across the four countries ol the UK. The now standard5 were approved by our Council In May 2022 and they will lake effect frtsm I September 2022. Alongside rhe consultation, comm155ioned indeptrndent U58r testing ol the draft standards Wllh IS education Institutlons and more than 150 Individual stakeholders, ￿nclUdIng students, lecturers. profossion815 and peoplo using health and care sorvices. One area we are considering is the use of simulation t0 5upplemenl and supporr practice learning hours. Further research Is required In th1$ area and we will work with educ8tlon partners to explore a variety of 51Tnulation melhodologies. We are a150 rawing upon learnlng from the ifflpact of the Covid-19 pandernic. includin9 the Impact of the emergency and recovery standards. The rnaloriry of responses to the Collsullotlon and the u*•v ieitln9 were positivÈ across SCPHN and SPQ. Regardin9 SP05. we recognised that some stakeholders would still have preferred Individual sets of standards for each specific community role. The rationale for our approach was to represent a higher level of standard of knowledge and skill that was Consistent across all nurses v40rking at a sppcia115t evel In the community. Our work Ihroughour 2021-2022 was Informed by an extensive and dynamic equaliry IFnpact asses5menr that enabled us to ensure the views of Seldom h&ar¢J group5 were raken into account. An equality impact a5se55ment found thai the changè5 bein9 made to the selection and adtllission 5t6nLlards will enable widening participation in prograrnrnes. No other Impacts have been found to date. 26 Annual Repoit and Actwnt512021-2022 Petformancè rEVleW ?O11-2022 1e16FXL¥F15HIIts￿tWlI5l1￿4DB Quality assuring nursing and midwifery education Emergency and recovery standards Midwifery programrnes will need to b approved against our n8w standards by Sept&rrber 2022. So far. we have approved 73 midwifery pro9rammÈs againsr the new standard5. Wlth 35 programmes running based on our old standards. New pro9ramm• mvnl¢orlng'. To provlde extra assurance. we require AEls to provide additional inforrnatio on new programrnes. In the acadeffli¢ year. seven existing AE15 were Involvoll in new programme monitoring. FollOw￿ng a request trom the Secretary of State for HÈalth and Social Care in January 2021. we reintroduced a new set of emergèncy 5tandard5 to support the response to Covid-19. As thE Impact of the panLlernic lessened. In May 2021 v46 withdiew those Èmergency standar£ls that allowed students to support thg Covid-19 iesponse, and In Septemb8r 2021 we withdrew all remaining einergency standard5. Enhan¢•d $¢rutlny: Where we A noteworthy clevelopment was the have identified potential ¢on¢erns, approval of South Devon College as we can place AEls under enhanced new AEI. rhe first Further Education scrutiny which require5 them tts college to be dlrè¢tly approved to report more regularly to U5. deliver a nursing assoclate programme. Following an extraordinary review In 2020 Into the rnidwifery concerns at Durln9 2021-2022. all approval activity Shrewsbufy and Telford H05pltal NHS was undertaken remotely. While w8 Trust. one programrne has been under welcome thÈ return to In'person visit5. enhancod 5¢fUtlny. we recogni$e there are benefits to these takin9 place remotely. We are When 8 concern Is raised about undertakin9 a review to Identify how prograrnrne, we a$5es5 and wg can embed these benefits in our categorise 11 under Dnè of threolovels. future way5 of working. As ovef. our Durlng 202)-2022. we received a total priority remains ensuriny our processes of 120 concerns. &0 were cate9orised re effective In Ènsurino standards Jre s minor. JS as major and five as boing m*t. riti¢al. Ot the five critical concern5, four related ro maternity services. A5 the regulator for nursing and midwifery professionals. we also havg a role In quality assurin9 nursing an midwifery education. We do this )y setiing standards for education JtOgramme5 and approving and onitoring the dellv£ry of those Jfogrammes by apprtsve(l educatlon nstitutions IAElsl. When we tirsr phased out our tsriginal emefgency Standards In September 2020, w& rol41nod a Iirnited number reforred 10 as'recovery, standards to svpport iecovery Irom the pandemic. Four of these recovery standards will now be wilhdr8wn In Sgptémber 2022. following Ihe Secretary of Stale for Health ènd Social Care declaring the Brnergency over. Three of our recovery stand8rds remoin in effèel, Including standards established in February 2021 thal allow more 51mulaled practice to be counte(J WILhin the requirod 2,300 hour5 of practice learnin9 Onto cat&gorisgd, there are a number of different regulatory interventions we can take to en5urp the programmes continue lo rneel our 5tandard5, reflecting the 5evority of the issu¢, Under regulatory refortn we hope to have more options to enable a fflore tailored response. Monltorlng educatlon programmes in 2021-2022 We continue to mDnltor approvo pro9ramrnes lo ensure they 51111 tneet our standards. In 2021-2022 we tnoniroied proorammes through the following rnerhan15ms. Approving education programmes In 2021-2022 For critical ¢oncgrn5, w¢ maintaln regular contact with the AEI and seek assurance that they have 6ppioprlate action and contingency plans In place. We also liaise with other regulators and government bodies to Share knowledge. Annual s•lt.r•portlng'. AE15 must submit an annual selt-a5sessrnent and selfr-declaration. This year. 65 out of 88 (74 p¢r¢ent} of AEIS provided a55urance thar all key risks were controlleLI or rritigated through appropriate action plans. In 2021-2022, our quality a$5urance 4Ctivity focused on approvin9 AE1¥ to run programmes in Ilne with our new standard5 All such nursing programmes had to be approved by 31 August 202?. By that date wp had approved all 796 pro9rarnme5 of the ursing progratnmes ès all AEls had moved across to the new standards. 28 Annual Reooit &nLI AtrtrJnts12021-2022 P@ffotmJ&W ErrA*Jy ￿.1￿oF2c(￿T1W1I￿D2*214s1ID￿JE Engaging and empowering our audiences This incieased our visibility. with up to 600 attendees at some events. In the developrnent of our post-registr4tion standards, we were able to engage rnore than 2,300 professionals, student5 and educators. We also stayed connected with professionals by co-creating content for our communications and guest articles. As restrictions have eased. it has been invaluable to meet with professionals n person once more, giving us the opportunity to visit workplaces and telebrate successes In per50n. Engaglng with the public "I can toll that the NMC are wantlng to progress and become better by engaglng the publlc. and I thlnk thls Is a stop In tha rlght dlrectlon.. In December 2021, we establishÈd a Public Voice Forum to bring tO9ether members of the public from across the UK to shape and inform key areas of our work. Areas of focus have Included regulatory reform and our education prograrnrne standard$. Supporting professionals on our register Member of NMC Publlc Voice Forum We work closely with the protessionals on our reg15ter across the UK so that we can support them as efftretively as Possible. To support professionals durlng the pandemlc, we provided regular updates on our work to expand and support the workforce. including $19nposling to wellbelng support. We also wrote io everyone on the temporary and permanent re9lSter$ on the National Day of RÈflÈctitsn 123 March 2022)- marklng two years since the first Covid-19 lockdown in the UK - to acknowledge Ihe Impact the pandemic h85 and thank them for their conrribution. Following the Success of last year's anlmatlons for profession81s, we produced two new animation5, specifically aimed at the public, to show how our standards Support nurses and midwive5 to provicjg klnd, safe anLI effective care. We have a150 irnproved the ccessibility of our ¢n9agernent work by adding Iivg Captioning to our webinars an¢J tnaking social media posrs more accessibl¢. Given tho impact of the pandemic, most of our engagement event5 took place online durln9 2021-2022. 'Becaus• thoy work closely wlth the Chlel Nurslng Offl¢ers, thelr volce Is strength•nod and lolned up so It has a stronger influence on governm•nt." Collaboratlng wlth our partners Education body as part of our auLlience research 'Dear Androa and all at the NMC .. thank you for your hard work and dedlcatlon to the prolesslon throughout the pandemlc - especlaSly your part In protectlng nurslng stud•nt$." Our stratQ9lc approach to stakeholiyer engagement ha5 helped us to develop better relationships with partner organ15ation5 In all four countries of the UK. England. Scotland, Northern Ireland and Wales. allowing US to work more collaboratively and sonsltively on key Issues. "Thank you foy recognlslng ALL our •fforts. It was lovely to recelve a posltlve me55age when I got horne from another 12-hour shlft worklng In a Covld-posltlve dgmentla unlt." Student nurse Professional on our register 50 Annuwl Report ond Accounts12021_2022 PprfoTfflJnce review 2021-?022 Using our data and insight Fltn*¥s to pYactl$•'. We aim to support meaningful engagement throughout our fitness to practise proce55es and enable falr decision5 at the earliest posslble opportunity. Equalityg dlversity and Inclusion We also continued to engage wrth key groups on a range of EDI Issues itnpacting profes5I0na15 and the publlc. Th15 includèd the NHS tnat*>rniLy equality steering group. as well as round lables with Ihe 8usiness DIsBbility Forum and the NHS Conlederation. This h05 led ro u5 ¢ontiiiuing to bo 3ts1e to tyuild an understanLling of good EDI piactlce from other effloloyer5. It has a150 helped our uii(Jer5t6nding of NHS worktorce issues that may be Impacting on thè professiorba15 on register and which may have eou8lity- Impbcatlons we Should be mlndfvl of. We continue to lind the committed, collaborative approach ot our partners InciÈdibly useful foi tackling shared eauality challenge5 Regulatory reform Gov•rfion¢g and op•ratlng Iramowoik- We aitn to ensuré our new governance model allows u5 to deliver tsur n¢w responsibilitie5 Wlth flexibility 8nd efficiency. We have begun work to Identify ihe key changes we will to mèke and how we can rnitigate challongos In embedding them. Corporate Commitmeiit for 2021-2022.. Will W¢Jik wILlI rhe Governm8nt ro retnove le9al barriors thar limit ImproveTnenlS In tho way we regular4, so we deliver, better safer re9Lilalion for th￿ public. Educotlon •nd Ir•lnln•: Wt aim to make robust decision5. r95ponsively. to maintain sale learning envlronmonts for students and to protect the publlc. Regulatory reform is a once in a 9enerarion opportunity to change the Ip9islation that govern5 us. We want to usp Ihls opportuniry to establish modern. flexibl? legislation that ensures we can alway5 act quickly and effectively. Understandlng our audiences: NMC and me The publlc ore sympathetic to worktorce challenge5 and ar¢ generally positive about lh¢ 5r8ndards of care they recolve. Equalltyi dlv•r•lty and Sncluilon.. We alrn to ensure our regulatory approach Is fair an(t, 8$ far as posslble, eliminates dlsproportlonate Impacis on people with protected ¢h8r)ct¥ristics. We have undertaken ¢ouallty impact ass¢ssrnent5 on all our pollcy development and will continue to do so rhrtsughout the programmè. Stakeholders want to see more of our supporrlng and infiuencino role, In particular our ambition to share Intelligence and work with others to positively intluence the Sector. orporatg Commitment lor 2021-2022.. rhfoughout 2021-2022 we have been workin9 wlth Quf e%pvrt advisory group and key srakoholdors to Identify what we think our lfjg151aiion should look like. IidwitLSiy yrule551pnal regu￿ation through better understèndin9. Ovérall, people SJY we re9ulate well. but rhere are concern5 about the tim$ it takes to deal wilh complaints. To help deliver thi5 Ioglslation, wg responded to the Deparimoni ol Health and Soclal Care's IDHSCI ¢on5ultation In JuDe 2021. and since then have worked with the Doporrment to shape draft legislation. We want professionals, studerit5 and the public to know what we 5f8nd for, what our role Is, and wheie we aro heading. To achieve thls. we first nee to understand what people currently think of us and what they care about In July 2021 we commissioned Independent audience research to explore these areas. Our researchèrs he4rd from a diverse range ot voices. allowing US to look at how findings varied a¢ross the four nations of ihe UK, the professions we regulate and dirrerent demographics. H•r• 4r• th• k•y •r••• ol locus. These findinos are Shaping our plan5 fot the future a5 well 85 our conversations with partners 8nd Inform how and what we communicate wifh them. A sumrnary of the research 1$ available h•r•. Oui r•glit•r.' We aim to regulate additional Quèliflcatlons more m8anin9fully, $0 tho register clearly shows what a professional can do in addition to their Initial training. We also There remalns some uncertainty over the Government's timetable for need to make sure our protetted titles reforming oui legislation. which we and enftsrcemant powers are fit for are seeklng to mlligale through our purpose under the new le9151ation. plon5. Given the sionificant potential benefits of reform, we are encokjraging the Government to provide a firm Commltment and tirnetable, Our audlencg rosoarch showed us that our visual identity was seen as old, distant and lackin9 coherence. There were a150 50ffle crucidl acce55ibility Issues. Consequently, we developed a new visual Identity with è waimer tone to align with our values and person-centred approach We finalised our Dew design guidelines in March 2022 and launched our new approach In July 2022. R•glitratlon r•v•lld•tlon'. We aim to ensure our registration and reVaI￿datIon processes are Swift, ¢1¢ar, proportionare and person-centred. Thli Is what w• found. Worktorce pressures are front of mind for everyone. 32 Annuol RèooTt and Account$12021-2022 Perloim8ncè r4viÈ%v 2021-2022 33 4BW2¢￿FI51￿1l￿D¥3IIIls71rXu6 Ambitious for Change: The impact ol our regulatory processes on dlfferent groups of professionals We will be publishing the outcome5 from tho flr5t two pieces of work on our website In summer 2022 and will be workiFI9 Wlth our exteinal advisory group to identify action5 we. and othors. can take to tackle any unfairness. Although the thir(J &nd fourth pieces of work are ongoing activities, we will also share our progre55 on these in sutntner 2022. We have experienced sorne delays In commissiunin9 the Independent review of registratlon appeals and fitnèss to practise cases because of dlfficulties attracting suppliers to undertake this work and alm to complete the review in 2022-2023. Corporate Commttment tor 2021-2022.. In October 2020, we published Amblllou5 lor Chang•: R•search Into NMC pro¢•iws and people's piotect•d ¢h•ia¢t¢rl¥tlcs This examined the Impè¢t of our regulatoiy proce55es on professionals with differÈnt diversity char6cteristlC5 It foui)d Ihar son)eiimtrs people receive dlffgr•nt ovtcomes from our proc?sse5 based on who they are. Male or disabled gfOUPS were more likely to receive disproportionare our¢omes frorn all the processes we looked at, Other giotsps. such as oldet, bisexual Of Black prole&sionals, were found to be Impacted by some but not all processes. For example. these groups ere les5 likely to register through the Inreinational re9lStration process while older groups were also le¥s likely to revalidate, 8lack or bisexual professionals were more likely to be refefred to us and pro9iess In our fftnes$ to Pfa¢li$• proeess. Inslght report In 2021-2022, our support to employers has had flv• k•y ar••• ot locus. We have commltrod to Using our insight and intelli98nce to Influence tho wider health and social care system. To help achieve this. In June 2023 we will pub115h our first annual Insight report. It will capture In51ght and learning from across the year, drawing out the Impa¢r on our processes and any Implications for the wider hoalth nd Social care sysiom. We know it will take time tor the Insi9ht report to reflect our Bmbitions and we are committed to workin9 Wlth our partners and stakgholder5 to ensure It adds value. To prepare for the ieport, in 2021-2022 we have been revlewing our Current 5Ulte of annual reports ro nforrr our approach. 1. Provldin9 employars wlth up.to-dato Infoimation on case progression and assess how prepared they aro to re-engage with fitness to practise referrals, 2. Using IntelllGence to identify nd develop b95pok8 support for employers. The second phase of our Ambitious for Change *esear¢h Is focused on understanding why some people receive these different outcomè5 from our protesses las delailed In the preceding parègraphl. what th15 means tor the professiona15 involved and wlial we, In ¢ollabordtion with others. can do to tackle any unfairness. Workin9 Wlth our external aLIvisoiy group, we have Identlfled Ilve prloritiEs for the second phase. 3. Providing employers with tallored 1•8rnin9 pro9ramrnes that Support nationwide challenges, 4. Provlding employers with conc15e. tlrnely updates and ensuring we learn from their questions and concerns. l. Speakin9 to prof•ssitsnals ond employers to understand differ•nc•$ In revalidation rates and referrals to fitness to pra¢tls¢. 2. Analysiny employer referrals tts fitne$5 to practise to understand how referrals compare to organisatlons, workforces. Employer Llnk Service 5. Supportin9 employer$ with making appropriate fitne55 to praclise referrals via our advice Ine.. 48 percetht of ca115 resulted In alternative5 to 8 referral al the time of the call {2020-2021.. 4B percentl. Improving data about where profre5510nals train and work to help us identlfy the InFluèn¢e of job ro10 and work 5ettlng on experleneo$ and outcomes In our pro¢Èss•s. Our Employ¢r Link Service helps us to communicate better with employers of nurses, rnidwives and nursing ssociate5. SO that we Identify potential risk5 and ensure they are managed appropriately. 4. Monitor+ng ¢hangos to our international re9lstration and fltnFss to pra¢tise proee55e5 to Identify the impact on orofessionals with differ¢nt diver51ty characteristics. In 2021-2022, we ag￿ed to offer more cornprehÈnsiv9 59rvice that works wlth a wider range of partners nd en9age5 on all aspects of our rernit. We have started plannin9 how the service will expand its provi510n and transition into new ways ot workin9 over the next three years. Commissionlng an Independent review of a sarrple of cases to understand difterersce5 in case progression and otrtcome5 in registration appea15 and htnes5 to practi$e casts. Re￿rt Ac¢ount512027-2022 Performance r£view 2021-2022 35 DDVJSW E4MltspilD 1EUIFIC￿7I¥ui1rFA￿D2-11IlI51IDWDa Regulatory Intelllgence Following on frori discussion5 last year. we estabiisked a Shared Data In 2021-2022 we continued to develop Platforrr proie.-t INith the General our analytical capabiiify, producln9 Medical Council end the Care Ouality a range of Insight reports to aid Commi55ion (CQCI The platforrn 41m5 decision-lroking and gain In51ght Into to help improve naternity services our regulatory processes. Some of the by using our 5hargd data to Identify concerns and risk5. We have now built work undertaken thi5 year included analysis of fitnes5 to pract15e referral$ an early ver51on of the tool which we relating to personal Independence will further refint in 2022-2023. ayments IPIPI. midwitery care and referrals from rnembers of the public. Collaboration wlth the HCPC to support an ambulance trust In one region we have be&n Working collaboratively with the Health and Caro Professions Council (HCPCI to provide support for an ambulance trust whlch ha5 asked us to work with them. Case study Wo havo Collaboratlvoly dgveloped a bè$poko version of the Professional 8ehaviour5 and Patiant Safety programrne, failored for senior nurses and paramedics as well a5 laadershlp teams across the rrust. We expect that this programme can b¢ supported In gthèr ambulance services across the UK. During the year. we updated our exisring memoranda of understanding with Healthcare lrnprovemenr Scoriand and the Regulation and Quality Improvement Authorlty. We also Sl9ned up to a framework for sharing Intelligence Wirh health and Social care regulators in S=oilènd. Thi5 trarnework has been devdoped lo provide clearly dafinec Mechanism for sharlng Information and Intelligence that may Indicate emerging problems or risks to sers of services, their carers. families or piofesslona s. We also collaborated wlth three partners to explore the use ol artiflcial intelligence In regulatory de¢i$ion- making. Together. as a research project. we developed softwarfj that could Identify and assess low-rlsk regulatory ca5e5. To as5e55 the tool we used historic data. and It Wa5 able lo predict low-risk ca5e5 Wlth 71 p*rcent aecuracy. The finclings wer8 publishgd In the Journal of Nursing Regulbtion In October 2021. Tho airr of this workshop is to enable HCPC and NMC reglstrants to loinriy explore their perceptions tsf unprofessional behaviours and th8 Inipacl on patlent safety. We wlll tn¢oL5rage registrants to reflect honestly on their own behaviour. and they wlll hav$ the chance to practlse the verbal and behavioural 5kllls they need to doal wlth ¢hallen9in9 behaviour5 In a non-confrontational way. We will tylso d•llver a series of collaboratlvè so$sion$ with HCPC for operational and other leader5 on the role of regulation and Iitness to pract15e. with a particular focus on supporting anyone on our r8glstor In the aftermath of the pandemic. 36 Annyal Réport and Accounr512021-20?3 Peiformarnce review 2021-2022 57 10OqF2cLbF15H1I￿DIQe2I4s%•o￿o Learning from complaints about our work Of the overall 1.610 complalnts, 101 were about our response to the Covid-19 pandemic. We also received 249 complaints in relation lo our fitness to pract15e caseload. These We contlnue to focus on Improving the have contributed to the overall increase performance of our Enquirigs and In complaints during the 2021-2022 Compl8int5 function. WÈ are reviewing flnancial year. our 5tan(lard operatlng proeedur85 to ensure we continue to dÈllvÈr a high quality service. Through the Modernisation of Technology Services Programme, we are Tnaking irnprovemenis to our Customer Relationship Managernent sysiem which will reduce the lime spent on complaints adfflini5tration. of their complaint and re5POT)ded to these in an average of 13 working days {2020-2021.. 20 workin9 days). CompL41nts matter to us. Each time an issue Is raised by a person using our services it provides u5 Wlth an important opportunity to learn and itnprove. We identified from ¢QTnplaint5 rnade to us in 2021-2022 12020- 2021.. 414) which we used 10 Improve our 5ervic85. H•r• •r• thr•0 exampl91. We received 31 complalnts from parliamentarians, In¢ludiDg rnembers of the UK Parliament and devolved le9islature5 In Scotland. Wales and Northern Ireland. Although we acknowledge recelpt a5 quickly as we can. given the complex narure of these enquiries, we sometirlles take longer than 20 working days to providg We have continued ro p)rtlcipate in a substantlve response. Of the 31 the Inter-Regulatory Hegllhcare complaints we received in 2021-2022, Complaints Forum and the we re5poncled to 18 158 percentl of Parliamentary Hgallh Service these Within 20 working days. Further Ornbtsdsman'5 Cornplaints Standard$ work wlll be undertaken to improve the Framework Working Group to share tlmellness of our r85ponses. best pr8Ctice on complaints handlin¥. 230 learning points Data breaches System issues We remindo colleagues of the securl¢y check5 that they Inust carry out before releaslng declsion lotter$ in titness to practise cases. to prevent unauthorisad persons from accessing sensitive informatlon. Timellness We 8lm to handle any complaints about Ihe service we have provlded In a fair and tlrrely way. Iroarin9 fhose who ra15e complaints with respect and listenin9 t¢ their concerns. Following our response, 53 people remained unhappy 12020-2021.. 29). We, therefore. r&vlewed our handlin9 Ouring 2021-2022, our Custorngr Enquiiies and Complaints Team was awarded the Silver Award In the 'Vulnerable Situations. category 8t the UK Complaints Awards for ihe support the tearn provldes io ¢ustomor5 who rnoke cornplaints ro us. We are supporting our collpagues to Improve our proc855es when we receive information from international regulatois. We found that the handover proce55 to new Case officers Could be Improved. "They offered advle• and made p051tlve 8uggestlons. It 1$ reassurlng to see w• are Ilstened to and actlons are tak•n Immedlately." 1,610 In 2021-2022, we received 1.610 formal complaints (2020-2021.. 1.227). 'They recognlsed my concerns and dealt wlth them klndly wlthout maklng me feel as though I was wastlng thelr tlme., 92% We responded to 1.480 192 percentl of these within 20 working d8y5 12020-2021. 92 pereent within 20 workinfj days) A person who made a complaint A person who made a cornplaint 38 Annuèl Report and kcounts12021-2022 P$rforrnaDce review 2021-2022 59 Freedom of information Thls inclu(Jes peoplÈ's right to acce5S We received a total ot 23 reouÈsts for Internal reviews during 2021-2022 (2020-2021.. 3411. This 15 proportionately low- only 1.5 percent of cases. Through our or9anisational design project. we will ensure we have the right structure5 and processes in place to deliver on our strategy and take advantage of tie opportunities offered by re9ulatory reform. and data protectlon requests their personal Information, and the right to challen9e the way we use and proces5 their personal data. We also respond to thlrd-party disc105ure requests frorn or94n15atlons such as the police and the Disc105ure and Barring Service and Di5closurÈ Scotland, with whom we can Share per50na1 Informatlon If there Is a legal basis tor disc105ure. Of the people who rernain8d dissatisfied following th? outcome of the￿r Internal review and referred us to the Information Commissioner's Office IICO), there were only Iwo cases ihat the ICO chose ro Invesrigate beyond initial enquiries. In one case, we were asked to revisit our dlsclosufe decisions. We are committeLI to belng as open and transparent as possible. while adhering to our legal obligations under freedom of information and data protocrion legislation. In 2021-2022. we hod intended to complete reviw4s of key areas of the or9anlsatlcn. Due to operarional pressures, the￿ have been delays In progres5. How•ver, w• hav•.. d8livered the first 5tage5 of a chonge and continuou5 Improvement review that ¥vlll embed effective and efficient change management acr055 the organisation 328 Flt for the future organisation Fr••dom ol Inloimatlon.. 328 received (2020- 202).. 353179 percent (2020_21. 88 percent) responded ro within sratutory 20 workln9 days. 272 General data protottlon r•gulaiitsn.. 272 rec81ved (2020_ 2021.. 205172 percent 12020- 2021,, 88 percent} r•sponded to withln staiuiory one talendar month. Covpoi&t• Commltment for 2021-2022.. ppointed a consultant to work with U5 on our tu-.ure target operating model. We Expect th15 work to be cornpleted ty July 2022 OTyd(IisaLiuii i& structured. and (Jevelop our peoplp so that we can dtrlivet tsLII 51raleiJy redesigned our Communications and Engaggmpn". dirocrorat¢ followlng a dirtcrorat• r•viow. 915 Thlrd p•Yty'. 915 receivod 12020-21.. 867) go percent (2020-2021. 94 1,278 Total numb•r ol Inform4¢lon i•queiti r•ipond•d io on tlm• thli y•ai'. 1,278 out of 1.515 12020-2021.. 1,301 out ot 1,425184 percent 12020-2021.. 91 porcernti, M05t of our 1neomo comes from the lees paid by prof955ionals to be on our reg15ter. We take the re5POn51bility of Spending rhat money very 5eriou51y. To ensufe we are fulfilling our ambitions as efficienily as possible. w• ar• taklng th•A• it•p•'. percentl respon¢Jed to within a statutory one calendar rnonth. Improvln9 the way our organlsatlon 1$ structured and develop￿n9 our people We roc¢gnlse thoro Is more Work to do If somgone is unhappy with how to Improve our performance a9ainst their feque5t for Information has statutory deadlin85. WE have Increased been handled. they can request an re50urcing In ttte Custorner Inforrnation +nternal review. and Data Requests Team to as51St with the high volume of case5 we env15age moving forward. Upgrading our dlgital tools and systems to make It easier for people to connect with us and for our colleagues to do their jobs well Creating workspaces that support wellbein9 and collaboratlon, 40 Annujl Repoit and ACCOunts12021-2022 PEffoimart¢e fevlew ?O?1.20?? 41 E￿p* D ieifjF1¢fy71$HIItsAIDZ￿ZllSllfvJB People Plan In 2021-2022. our overall employee turnover Increased to 11.8 percent at 31 March 2022 (against a target of 10 percentl compared with 5.6 percent at 31 March 2021. The Increase In year-on-year rurntsver was expected, partly due to exceptionally low levels of turnover during the pandemic and partly because of an increasin9ly candidate-driven market as restrictions have eased. Equality. diversity and inclusion: Capability to dellver our EDI commitments To ensLJre we are supporting our colleagues and have the capabilities to achieve our strategy. In 2021 we developed a People Plan to make u$ a more inclusive employer thai attract5 the best talent, develop5 colleagues nd ensures everyone Is appropriately rewarded, To ensure WE have a solid foundation to our EDI work, +n 2020 we conducted èn IntÈrnal review of the function. Followin9 the review, we credted new roles 111 rhe team and moved the function Into our P&opl* and Organi5ationol Elfectiveness directorate, 50 th•t it alipned wlth our other cross-organisarion corporate functlOn5. We co-produced the k)1an wlth colleagues from across the organisation, Iistenino to their concerns and suggestions, and gaining a clearer understanding of our sharod valu•5 and worklng culture. Turnover of n6w starters leaving within slx months of loiDing was 14.3 percent at 31 March 2022 (against a target of 10 percentl compared with 6.8 per¢&nt at 31 March 2021. We expect to $Pg turnover srabilise between 10 and IS percent In 2022-2023. To ¥et clear priorities for our work. In November 2021 we PLiblished oui rgfr•sh8d ÉDI obl•¢tlv•s to.. 11) prioriiise the neods and wellbÈin9 of nursing and mldwilery profressionals and the Dubllc". 1215how good equal¢ty practlce as on einployei,. (3) use EDI data In a strate9ic way,. and 141 uso our platform lo advocate for belter care lor everyone using health and $o¢ial care seivlces. Sinco then, wo have establlshed rhe priorlty themes we need to addiÈss, and the actions we neod to take to achieve these aims. We will sthare Ihe5e themes with stakeholders during 2022 Throu9hout rh& development of the plan, w¢ used an equality impact aS5essrnent to identify and help us plan how we will mltl9ate adverse impacts on specific prot¢cted choracteristlC5 nd enhance any posltive impacts. Our sickness absenco has 8150 Increa$ed In 2021-2022. from 1.9 percent in 2020-2027 10 2.9 percen¢ In 2021-2022.. a level similar to pre- pandemic levels. With the easing of restriction5 and the return to partial ¥ffice working. we expectecl abseric• to Increase a5 colleagues began to interact in person once mole. The top three reasons for absence were mental health 135.5 percenti. minor illn85595 123.6 parcentl and Covld.)9 117.1 percent). We also comm15$1oned an e¥ternal race equallty consultant to support our Exg¢ufivo and Council colleagues to Char￿p￿On race equality In a vlsible and cornmitted way. Outcomes tfoni this woik are being embedded Into oui action plans We have ens(Ired that the worktorce.focused aciions In our plan Include explicit releronce to race equality an(J seiiior accounldbility. The assessment found 8 numbef of areas of focus, In partl¢ular how we tan reL#u¢e our ethnicity pay gap. We also ensured our EOI workforce plan wa5 a key foundatlon for the People Plan, To bt ¢ffeetlve, wè know that OLtr EDI plans need to be owned and hallenged by all our colleagues. Our Internal EDI group5 continu￿￿ to provide Inv411uable supk)ori cttalleiige, whilt Ltslleogues 4lso lielped dèvelop our plans through our cr¢ss-organi5atlon EDI Forum and EOI L¢adeFship Gioup. Thè People Plan launched in Aprll 2022 and draw5 Out four straro9lc people priorities. Thesa aro., L•adershlp and Managemeni", Cultur8 and En9a9ement,' Progression.. Total Rew4rd. Progre55 against the plan will be tnonitored and reported to the Exg¢utivo and Council. In the year to 31 March 2022. headrount h35 grown by 3.9 percent (42 colleagues). This figure Includes gency and contractor workers. There ère two principal reasons for the growth.. additional roles to support the high caseload In Professional Regulation and Support for the Modern15ation of Technology Services (MOTSI programme. 42 Annual Report and At¢Ount512021.2022 P•iftsrmanc* ièvièw 2021-2032 43 IBIOFXLbF15441IfyAIO¥J12145110AO0 Becoming a hybrld organisation Informatlon technology Equalityi diverslty and inclusion: Supportlng our people To prepare for the easin9 of Covid-19 restrictions, we convened è working group to Support colle8gue5 to return to our offices safely and establish a upyTddC￿ uur digiidl iools to make 11 new model of working that supported easier foi people to connecr Wllh us effective home-based and otfice-based and tor NMC cJllea9UÈS to do the￿r working. Through thls work we job5 well. •¢hl•v•d th• followlng r•sulti. Corporate Commltment for 2021-2022.. In Oecember 2021 we publlshgd the results of our second stsbmission to the NHS WorkfoTC& Race Equality Standard.. an Initiarivè used by the NHS In En9land ro demonstrate progress against nine Indicators of workforce rdce equality. Here are the k•y finding$. 1. The percentage of respondtrnts who rhou9ht we provided eotsal career progression incre45ed trom 5.2 percont 2020 to 35.5 per¢ent in 2021. In 2021-2022, wè have conrinuod to upgrade and Improve our IT 5ervice5 50 that our collea Jue5 have the systems and processes they need to fulfil their roles as effectively as possible. Achievements Include implernenting a new contact centre system and upgrading the technology In our meeting rooms to better support hybrid working. Further v40¢k fo develop our h5.brid cap8billtl?$ wlll take place In 2022-2023. We developed principles for returnin9 to the office, which teams have been using to discuss what return to the office means for them. 2. The percentage of respondenis who said they had experlenced discrimination at work had Increased since 2020. Havin9 risen to 11.9 percent of Black or tninorify erhnic respondents 19.2 percent In 20201 and 7.8 percent of white re5pondÈnts 15.3 percent in 2020>, We undertook an equality impact assessment to identify and miligat? ny adverso impacts on colleagues wlth protOCted characterlstics and enhance any positive Impacts. The initial assessment identified potential adverse irnp8cts on 50tne groups. in¢ludin9 disabled colleagu95 and parents carers. We have identified mitlgating actions which Ihe working group is overseeing and monitoring. We also continue to assess our pay data to identify any ethnieity. gender or dlsability pay gaps. Analysls from our 2021-2022 pay gaps can bè found In the remuneration report. Th• lindln9s from the Workforce Rac¢ Equality Stsndard survey and pay 9ap analysis demonstrate that wtTr have niuch more to do lo tackle lack of equdlity. This hès helped to shape the devèlopment of our People Plon and EDI ObjKtlv¢s to ensure we take sp?cltlc &¢tlons, for example, to support progre5$10n. We a150 comp et&d the Inlti41 stages of our move to contemporary collaboration too15. This will enable more effective and seamless collaboration. We launched tranche two of ¢ur Risiiig Together Mentoring Pro9iamme in Oetober 2021. Risin9 Together Is a mentoring pro9ramtne open to 811 colle49UÈ5, but particularly those from under-represented backgrounds who tnay have faced barriers to progression In the past. Following the initial success of the prograrnme. we have dtrublÈd the size of the cohort ot mentees and mentors frorn the 2020 programme. We installed ngw video conferencin technology to support hybrld working from our offic85 and updated our IT trainlng and communication5 to better supporr colleague5 wherever they work. To help us understan(J rhe Impact of the pandemic on our workforce. we niaintained an equality Impact assessment throughout 2021-2022. This led to Improved processes and guidance on r15k a5sessment5 and mana9er-led support. We have continued to ensure that tsur offi¢e$ and hearing venues operate Covld-secure measures. To support colleague5 more generally. we a150 launched new EOI guidance, including guidance on inclusive communicatioii, and a toolkit to support colleagues to set Individual EDI objectives In appraisals. We also rÈco9nised key dlverslty events by organ15iny Internal learning and developtnent activity around Black H15tory Month, International Wornen's Day. D15ability H15tory Month (11)d LGB T+ H15tory Month. Our Internal EOI network5- Bme liace equaliry). LGBT+ Parents and Carers, the Mental First Aid network and Workaround (£lisability) continued to provide Invaluable 5UPPOft to colleagues. We have supported those wi5hin9 to return to the office to undertake rlsk assessments and supported wellbeing through guides and man8geT-lÈd support. In 2022-2023. we will continue to support colleagues to establish hybrid working models that support wellbeing and rhe delivery of our strategy. 44 Anwai Rèport and Accwni$12021-2022 Pertoimance review 2021-2022 45 4BE2FX￿FIS141lW￿D2-1l21￿5IIDW Modernisation of Technology Servlces Accommodation Envlronmental sustainablllty and corporate social responsibility A5 part of our work to refufbish the new Edinburgh office. we put metric relating to social value and local spend Into our construction contract5. setting targets tor local spend. The table beltsw shows that we exceeded these taroets and were able to provide econorric and Social value to the local economy. Corporate Covnmitrnont fov 2021-2022.. The Modernisation of Technology Services {MoTSI programme was established In July 2018. Our v15ion ￿S for our digital technology to make it easier for pèople to connect with us anLI for our colleagues to do their jobs. We have had challenges at various stages of rhe programme but with the arrival of our ChiÈf lrnformation Officer and thè support of our new Executlvo Director of Resources and Technology Service5 the pro9ramme Is now back on track. DelivLJr lit-fo￿-l)YrpQSe workspaces for our colleagues al 23 Portland PI6¢e and In Edinbur9h In Edinbur9h, we se¢urod new office and hearing venue premises, and 5ucces5fully welcorned colleagues and rrembers of the pub11C to the Space In October 2021. We have received positive feedback on the new office space. Metvic Targgt (%) Refult {%) Local Spond withln 10 m1195 20.00 60.87 Local Spend wlthln 20 mllgs 40.00 64.25 In London, Inltlal Work for thè refurbishment of 23 Portland Place comtnenced. with survey work undertaken as part ot the feasibility, ag$1gn an(J plarinlng phase. Work will conrinue Into 2022-2023 and bgyond. In December 2021 we successfully completed phase 2a of the project, involving work to move the major registration proce55e5 from legacy Sy516rns to Mlcrosofl Dynamics 36S ID365). D365 15 a modern cloud- based system. which 1$ mor¢ efficiènt. adaptablB dnd secure than our current approach, Thi5 ha5 irrproved the Service we can offer. reduced the risk of relying ort legacy 5y51erns and laid the foUndat￿OnS for a final mi9ration ot all registratltrn data and pro¢e5$95 In the comin9 yèar, Local Sp•nd wlthln 40 mileg 7S,00 82.17 Historically, most of our travel is which has, In turn, reduced our CO asso¢iared with fitn?55 to practlse impact. In 2021-2022. we have seen a hearin9s, Over the past three years our rls8. but we are still seeing substanri8lly travel ha5 substantially re(JuceLI due le55 travel than In 2019-2020. which to the impact of CovlL¥-19 restrictions, Wa5 a typical year for u5. CO tofines 2019-2010 2020-2021 2021-2022 41S 48 Planning for the new D365.based C45e fflanagpment system to support improved fitne55 to praclise processes has begun and will continue In 2022- 2023. We will also work to enhance our D365-based education Quality assuiance solution through 2022-2023. 128 14 Hotels 275 53 Total 818 As we return to more in-person hearin9S, there will be an Increased need for ¢oll•ague5 to travel. To help travel bookers make more inforrned choice5. we will work with our travel mariageTTient company to flnd ways to make the CO Itnp8ct ot difterent travel optior15 clearer. 'CO unlts ar••xpr&ss•d In m•iilc tQDn•5 DI CO,•(CO •1 Carton Dioxld• E4￿1¥41•ni co • Is • 5tondardis•d unit of meaJuièmpnL whl¢h allow% ptheT gie¢nhou5e gas OTnl5510ns %0 bq In torms 46 Annual Reoort and Account512021-2022 Peilofmance review 2021-2022 47 rhXu9wEMkpI￿.1￿0F1CLLll$4￿l1L￿o14¥2]I￿ll0wjE In May 2021 we amended our Our wider approach to corpor4te social investment policy to exclude responsibility is reflected in a range Investment In companies that are of areas dealt with elsewhere in this 51gnificantly engèged In the production report. such a5 our approach to EDI. or processing of fossil fuels. This build5 our values. our Modern Slavery policy on our exisiing Investment policy that and our People Plan. adopts the Principles of Responsible Inve5trnent supported by the United Nations I'UNPRI'I as well as excluding or minirni5ing inve5ttnent in a fange ot companie5 that we feel arg not consistent with our purpose and values. Full details of our investment policy are available on Ouf webslte. 03 Strategic plan for 2022-2025 48 Annuèl Report and Account$12021-2022 OtstsJ6WÉthbpvlD-IE66F2Ctk715k1110th6D2aB21I51IWB An overview of our commitments for 2022-2025 The following 22 corrmitments articulate what we expect ro achiove over the next three year5. To ensure thèt our plan5 reFnain aligned to the needs of the sector and the aims of our strategy, we will continue to review our corporate plan and bud9et at regular intervals. More vi$iblo and better Informed 09 Tackle dlscritnination and Inequality. and promote diversity and Inclusion, to make sure that our processes are fair for everyone. 13 professional regulation through targeted campaigns to build awareness of who we are. what we do. ènd what wo Stand for, ProactlVF support for prof•sslonals 05 Implement a new approach to èducation quality assurance to have Clearer oversight of approved educarion 10 Pilot way5 to increase capaclty and access to the practical examinations within our test of cornp8tence. 01 Deliver è new set of ambitlous post regisiratlon standards focuslng on communlty nursing practicg. 14 Exp6nd our national and local outreach to embed iegulation, support and influence at local progr3rnrn85. Dgliver policy and leG1514tive change to international r8gistratlons, includlng a t8vlew of English language guidance. 06 Evaluate protected learnln9 tlme In Ilne with Currenr nursln9 associate standards. 02 Launch new standards for pre-registration education in the UK to provide 9¢Eater Ernpoworlng and engaglng Inprov•m•thi 12 Close the Covid.19 I temporary register nd remove recov&ry educatlon standard5. and midwifery pre-registration training, 15 Create a rnodern nd accessible webslte that effectively portrays our value5. delivers our core services, and enhances our communl¢atlons and engagerrent. Reduce our fitn955 to pract15e caseload by processing cases In a more timely, pioportionate ancj officignl way. Review rè9ulètion of advanced nursing prattice. Deliver a substantial programme of regulatory reform to rernove barriers that limit Improvements In the way we regulate. Review revalidatlon reouiretnents for nursing and rnidwifery professionals. 50 Annual Report and Actounts12021-2022 sirote9ic plan for 2022-2025 51 £nb*lip•lO 8BI1F2c￿FIS￿41l￿AlD2.1v7l161I0we Gr•ater Inslght and influÈ#ee 19 Updaie digital systems that support how we regulate to Improve the experience for Customers nd ¢olleagues. 16 Improve our Insight nd use our data to enhance our regulètoiy Impact nd Influence in the secror. 20 Deliver contemporary IT through our technology Improvement progiamme and ¢orB buslnoss to Improvo our efficiency. Fit lor the luture 01ganisatlon 04 17 Deliver our People Plan that supports oyr colleagues to be en9aged, retained an(J Supported to deliver our srrare9y. 21 Create rnodern workspace5 that Support wellbeing and collaboratlon, Financial review 18 Itnprove the way Ih? organ15ation 1$ structured so that we can deliver our strategy. 22 Implement an NMC sustalnability and 8nvironmental plan. 52 Annual Repoii and A(c(￿ntS12021-2O22 èw2￿7151￿1It￿AlD>JI2145I1L1lD￿ Income and expendlture The plannEd c105ure of the Covid-19 temporary register will not Imoact on our In¢ome 51nce the professionals on thg temporary re9lSter do not pay a fee. Note S to the financial statements The direct t05ts of fitness to pract15e sels out Okjr fully allocated costs for each ¢haritable activity as includes the c051 of IntrÈa5ing the provision for paneliists shown on the required by the Ch3rlt5e5 Statement balance sheet. The provision reflects of Recommended Practlce ISORP). oui piudent estlrnatp ot the possible This separatF5 Out the direct costs of wlder Itnpact of a single Ètnployment each acllvity alongside the a550Clated status claim lo an employment trlbunal support C05tS Ylhich have bÈen for additional sums by a fitrb955 to alloEated using hebdtount or overhead praeiise panellist. Based tsn the latest usège. The commeniary thai Follow5 available Informatlon rhe PTOV1510n was is based on the dlreci co$t column, Increased by £1.3 million In 2021-2022, before allocation of support costs. Our total Income for 2021-2022 wa5 £100.4 million 12020-2021.. C92.0 million) Jnd total expenditure was £92 9 million (2020-2021. £81.6 million) Th15 has resulted 11) a net Sur0￿U5 of Incotne over expenditure of £7.5 rnillion (2020-2021.. 110.4 million) before the gain OD revaluatlon of our Investtnents and the actuarial dju5lments on the detintd benefit pen510n scherne. After thar gain and diusim¢nt, our tot61 frunds Increased over lh¢ y¥ar by £7.0 million (2020- 2021.. É11.7 mjllionl. Our 'other Incorne. Inclu(Ses £O.I milllon (2020-2021.. £0.7 million) from tho DppartTnent of Health and Socièl Car¢ {DHSC). reimL>ur51ng us for the costs of setting up and maintaining the fempordry ieglster. £2.6 rnillion '9rant income. wa$ also re¢glved from the OHSC for the cost5 associated with Increa51ng objective 5rruct¢Jred clinical examination IOSCEI capacity. ensuring suffirleDI. timely provision to meet thg Increase In Ihe nufflber of Inteinètional applicants seeking to take the Test of Competence. Mo$t ot Ihis fundin9. some £2.4 mlllion, wa5 passed by us direct to rho OSCE dellvery centr?s In the unlver$ltle$ PfOVldin9 the te51s. The direct eost5 of rnalntaln￿n9 the reglster woro £8.3 rnlllion in 2021-2022 (2020-2021.. £5.6 rnillionl, £2.6 millign of the addltional expenditure rèlates to the Costs associated with Incioa5In9 OSCE Capacity. tor which we received '9ranl income, from the DHSC. We passed most DI this fundlng directly to the OSCE dellvery cenires providing Lh¢ roSt5. Direct Costs of fitness to prat¢is• were É42.4 million. a significant Increase on £34.? million In 2020-2021 (this figure 1$ dlff¢rent to the one reportEd In lasi year's annual report - E36.9 as we have movèd activlties between ¢liaFitable activity categorlos In line Wllh the updoted 5truciure ol the otganisationl fhls has been drlven by an in¢rea5e iii heafing5 activity, with both In-person and onlinÈ hearing5 hi9hef thèn last year. Costs of oddltional Internal end external resources a5 well as h￿9￿ court and exttrrnal ¢oun5el fee5 were also determining factors. This #xtra rosource ha5 Enabled u5 tcs stabi115e the caseload In prepar8tlon to reducin9 We bad planned for a £9.3 million d¢li¢il in 2021-2022. The net surplus Is largely duB to lower expenditure cros5 both our core business and some of our prolect5 when compared to budget. Th15 reflects the contlnuin9 inipact ol the pandemic, resulting In Some slippagE In aciivity as well a5 chol¢es mado artsund re'plannin9 of Strategic proorammes. These ère being re-pha&Èd to lator years In paiticu1ar. txpeiiditure on litn855 to practise, Sland8rd5 evalualion and luture midwite Implementation events was lower than budgeted. Support co$t5 Ilncluding lacillties, fintince, people ond technology) were É31.7 milllon 12020-2021., E31.5 millioll). Our totjl oxpenditure 01 É92.9 mlllion Wa5 £9.5 rnlllion 19.3 parconll lower than we had budgeted but Increased by £ll.3 million Compared lo 2020. 2021 whèn oui octivilies and costs were even rnore constrained by th8 Covid-19 pandemic, The overall lrnplicarion of underspend In 2021. 2022 Is that our Free reserve5 hav• increased. but with mo$1 a¢tlvilie$ and Investment. $￿ch as In tochntslogy ènd accornmodaritsn, moving Into 14ter years. Reducing our fvtntsss to proctise ¢65eload rÈTrmain5 our key priority. It creales sionificant financ￿04 demand5 as we move lo reducin9 It ID the future This Is the (Jriver behlnd our planned further InvÈstmenr In fitne5S to prac115e during 2022-2023 and 2023-2024 Havin9 effectively dÈfÈrrod exppndilure due 10 underspen(J in th• P65t two years, we have InLlicatively budgeted tor deficits in the next three years as we work to reduce the caseload to pre-pan(Jernic levels. rh15 15 Inade p05siblp bv our level ol free ieserves. Incom¢ frotn rfjg15tratlon and appllcation teÈs wa5 £96,8 mlllion, in line with our budgef and an Increase on the previous year (2020-2021.. £90 8 rnillion) This was drivén by the number of nurses, midwives and nursing a$5ts¢1ates our perrnanent reg151er growing by 3.6 percent, to 758,303. and by the Increas In appllcations frorn International profe55iona15. The continuaiion of both these Increases in tulure remains uncertain in the context of an increasing a9e profile for the re9i$t*r nd the general volatility In the number of inrernational applications. 54 Annu81 Rgwrt ano Accounts12021-2022 55 Pensions The net P051tion on our scheme shown in oui balance Sheet is usually the difference between the value of the scheme assets and the value ol thg pension liability. However, although the FRS102 valuation as at 31 March 2022 show5 a surplus, legal advice ha5 confirmed that recovery of the surplus is a very remtrte possibility. FR5102 states that "an enrily shall cognise è plan Surplus as a dÈfined benefit plan asset only to the extent that It Is able to recover the surplus" At each year end, the defined benefit pension Scheme assets are revalued to and thèrefore an asset ceiling market value, and rhe scheme aCtUar￿eS aLIIu5ttnent has been applied to up¢Jaie their estimate of the value of brino ihe net position to nil. rhe liability (the dlscounted present value of the pension benefits earned by We make payment5 to tho scheme members of the schetnel. The estimate under a recovery plan whlch aSms to ot th¢ liability depends on a number elimin8te ttte actuarial deticit by of assumptions including expected Merch 2026. Under the current mortality rates, Inflation and yields on corpor)ie bonds over a nurnbor of fec¢)very plan a9reed with the penslort schemg trustees, we pald £1.9 milllon years Into the future. in 2021-2022. Investments We regularly réview and update our Investment pollcv, including Its ethical nd sustainablit5- dimensions. Council Is due to COns￿er a revised policy on 27 July 2022. Find our current Investmeni policv on our v4&bslt•. The NMC has two pension scheme5'. defined benefit scheme. which was c105eiJ to new entrènts in November 2013 and closed lo fulure accrual of benefits with err&ct from l July 2021., and a defined contribution scheme, into which all employees are auto.enrolled. Nurses, midwives and nursing &sociates pay their registration fee either annually or quarterly In advance. Together with our free reserves. thi5 means that we hold s1qnific6nt cash balances. The ￿nterest earned on our bank deposits during the year was EO.2 million 12020-2021.. £0.4 million) The fall compares to the previou5 year Is because ceposit account balances were higher in 2020-2021 before £30 million wa5 moved into Stock market iivestments. During 2020-2021 moved to Implement Council'5 Investment policy. which Identified a fund of É30 million ro ITIVÈSL In stock markets fjr the long tefm and sfyis a target rate of return for tho long-term fund of three pefcent above the Consumer Price Index (CPI) rate of Inflation. net of Investment managgm8nt costs. While we recognise that inve5tino In equitl05, funds and bonds carries rlsk, by inv¢sring throuoh expert Investment managers- whoso p¥rformance 15 ov&rseen 5crutlnised try our Investment Cornmiltee- we expect rhat such Investment will obtain an abDvÈ inflation return over the long term and thorèby help to avold or rn.tigat8 the nood ro Increase our tees. Dyrin9 th8 year, the mlrket value of the dcllned bonefit scheme a55ets rose by E4.5 million. and the Iiabllity reduced by £4.5 million. resulting In the scheroe 5howlng a net surplus of £5.8 mllllon al tho ond of the year. In 2021-2022. dlvidend and Inter95t Incofne from the portf(>lio, which is reinvested. was É0,7 millitsn, wilh 9aln$ on Investments being £l.O mlllion t the year end. The statement ol tinancial activities shows investment management costs ol £0.16 million. The ner annual rate ol retu'n on our Investment portfollo afler Investment managetnent costs Is 5.2 percent, The target rate of rEtUfn ICPl*3 percentl for 2021-2022 was 9.3 peicent. The total value of the Investment fund at rhe year end Is E32.8 rnillion. Prior year figure5 have not been Incltsded as inve5ttnent5 were Dnly held ror part ol that year. 50 the coFnparis¢n would be misleading. 56 ntsuèl Reoort and Actounts 12021-2022 57 IBIIFXfy71SWIILWQI4021451IDWB Reserves In March 2022 the Council reviewed the latest P051tion regarding the Our resÈrve5 policy is to maintain reserves policy agreed that the ffeÈ reserve5 Wlthin a tar9et ran90, target range of free reserves should Free reserves are funds that are retnain zero to £25 million. and freely available to spend. so do not the minimum aggregate cash and Inve5trnents balance should remain include restrieied ILJnd5. tangible fixed £20 million. assers and amounts designated for essential future spending. We also set a minlmum level for the aggregate forecast Cash and investments balance in the course ot the coming financial year. The Council r&view$ the tèrgèt range of free reserves and the minimum cash and Investments balance at least annually. Total reserves as at 31 March 2022 were É76.3 million 12021.. £69.3 million) and free reserves were £47.6 million (2020.. £41.$ million). Although free reserves are signlfi¢antly above the upper end of the target range. this reflects the slippage and re-plannin9 of projects whieh will be addressed In the next two to thre& years through addltional investment that 15 planned. The strong levo15 of reserves also supports the position on 90ing eoncerTI that is set out at note la to the account5. 05 The target rninirnum level of fre8 reserves Is set to ensure our sustainability, taking account of rho security of our income stream. our cash and investment balanc95. arid an assessmeni of the potential financlal impacr ol risks taced by the NMC. rhe target maxirrurn level of free reserves Is set 1¢ ensurg our resources are applie(J effectively. balancing rhe Interests of the people on our regisrer who finance us through the fees that they pay, and th¢ public who benefit from our work. Remuneration report Sli Davld Warr•n Chair 08 July 2022 Andi•a Sutcllff• Chlef Executlve and Registrar July 2022 The Remuneratlon Commlttee's remlt Is to ensure there are approprlate systems In place for rémuneratlon and successlon plannlng at the NMC. 58 Annual Reoort and ACCOunts12021-2022 leniFIc￿lIS1￿l4D￿IDl.3l7l4$ll09ots To fulfil this remlt. the Committee reviews the annual pay rÈview for mpltsyees, as well as any significant changes to the People Plan. the ernployee and graLling structure aiiLI the pension schemes. Council allowances and expenses An Indapenaent Panel met In November 2021 to undertake a full review of allowancE5. ThÈ Panel onsidered a wide range of evidence. includlng allowance levels for corllparaiive organlsations, overall afforLlability and pay for nursinu and midwifery professionals. The Panel a150 considered the findin9s of the m05t rfjcont light touch rÈview ol allowances by an Indepèndgnt Pangl, whlch concluded In February 2021, At thar lime the Council decided not to consider the fecommendalion5 due to vèrlous factOf5, Including the unprecedenred circumstances of the Covid-19 p8ndernl¢. No extra cont,-actual payments were made to any Council. Associate or Partner member In 2021-2022. Allowance pavmenls to Councll members, Asns on 6 July 2022 and, In line with rhe Panel, recornrnendations. agreed Ihe rollowing. A 3 peicent uplift to the Councll member allowance. Partnèr memb4r tjally rate and A550ciate allowance. Whèn C(>unci ￿leetingS are in LonLlOn, Committee Chairs rnay be paid gn rnernbers attEnd fvening mea15 With mombers of lie Executivg and th059 addiiional allow8nce of up to É2.500', meèls are considered to be a taxablo th15 Should be at the dlscretion OF beTielit In klnd. The NMC pays the th4 Chalr based on fesponsibillty and Incotne tax ansin9 through a PAYE tlmè Spent undorrakln9 the role. settlotn¢nr agreement wlth HMRC. The value of the benefit is shown gross, Including the attributable Income tax. During 2021-2022, due to Covid-19 rEStflctions, only onÈ such meal Look plac8. Olher arèas ot priority focu5 for the ComTnirree In the year inclu(le considering the dfatt People Plan and pproving Council 5Election processe5. The Nalional Audil Office INAO) audits the financial bspects of Ihi5 report. Council member allowances wore last Increased from £13,250 to £14,724 a5 recommended by rhe Independent Pdntrl on l April 2017. The annuol alltswan¢o for thè Chair of Council was last agreed In May 2018 at É78.000 lor a comrnitrrent of fhree days a week. Partner mernber5 receivg daily allowance for time spent on NMC bu51nÈ5s and reitnbur59ment of reasonable travel expen5e5. Tho PartnEr member daily allowance was last increased from £260 to É286 from l April ?017, The Councll agreed fhat change5 to allowances should be b3ckd4ted ro April 2022. Allowances paid to Council rnembers and Associates in 2021-2022 Bmounted to £239,542 {2020-2021.. É239.258), 60 Ann￿al Report ano Acrounts12021.2022 i¥¢Mu￿4TdL7o1j relX)Il 61 &W6F2￿lIMIllWD2.JÉ21451l01(ts Method used to assess performance Diversity of our Council members, Associates and Partner members Diversity of our Council members, A550ciates ènd Partner mertTrber Gende The Council regularly reviews its own effe¢tivene55. It èlso has an a9reed policy and process in place lor reviewin9 performance of Council. A550ciales and Partner members The performanca review of the Chair of the Council Is undertaken by the Vice-chairs and Includes a $elf-a55es5ment by the Chair, peer assessment by Council colleague5 and input from tho Executive. A SIM￿lar process is in place for Individual Council nd A550ciate membors lod by the Chair. and the Cotntnittee Chair for Parrnor members. 14 06 F•m•l• Maltr Diverslty data. on 31 March 2022, for our Council members, Assoeiales and Partner mÈfflbers Is shown to the right. In total there were 11 Council members lone vacancy). two As50ciate5 and seven Partner rreinbers 131 March 2021.. 11 Council Membors lone vacancy), two A550ciates, seven Partnor members). IIIMklly 1_ 02 01 01 Whlt• Block lack Whlt• Dli•blllly 18 01 01 No d4•*AMy l>•claMd l￿bl￿tY *l•ff•d nLIt to aniw•r More EDI data on Council members, Associates and Partner members can be found In our EDI data table5. 62 Annual Report and Accounts12021-2022 Remunerètlon Tèport 63 Dots5WÈn¥•*lD a￿6F2C0.7lb¥1l1OA￿2462IIS1Ic￿￿ Table I 2021-2022 2020-2021 Councll allowBnc•s and expens•s Total r•mu. •r•ii•n (band• Ol És,000) £'ooo 1. Professor Kaien Cox declined to accept any additional allowance during the period she was Acting Chair ot the Council (S Oct 2020-21 June 20211. Thx&bl• •xp•r¢¥•s Total Other •xp•nJe5 £'ooo $•lary (bands ol £5,000) £'ooo Exp•n6•5 (to n•ar•sr In klhd b•n•lllS (to £5,000) £'ooo (io the*r•it £100> h•ar•#t Éioo) £100) É'ooo) Andrea SutclitF8 175-180 100 14.000 185-190 1.100 170-175 14,000 185-190 200 Emma Broadbent, 150-155 loo 21.000 170-175 145-150 18,000 160-?65 Elt0ctiv￿¢16 from 24 JinuJry203Z S&rah Danle15 165-170 12.000 175-180 Andrew Glllles 45-50 FYE 130-135 6,000 50-55 130-135 16.000 145-150 400 Helen Hefniman 95-100 FYE 135- 140 100 9.000 105-110 200 Candaca IrTli50n Olr•ctor ol Strèt¢•y D•v•lopm•ni Ir4m 8 April ￿19 lo JO Ag11120?0. 3 diyi p•T 5-10 1,000 5-10 Matthew Mcclelland, 140-145 100 32.000 175-180 1.200 13S-140 42.000 180-185 Ngozika Francesca Ok051 60-6S FYE 150- 135 305-310 10.000 315-320 3.000 60-65 EfTKlivfn•si Irorn 19 Oclob•T 2020 to 28 F•bru•ry 2022 Tom Scott Int*rim Expcutl¥• DITiCt¢¢ OF Pfof•&slonal Raw￿ti￿n Irom 8 15-20 FYE 130- 135 135-140 loo 19,000 155-160 1.300 2.000 20.25 Miles Wallace. Actlll9 E¥Ocvtbv• DlrgcEDr otCoTnmuni¢*ions and Irotn IJ Dvcombei Z021 95-100 FYE 120- ioo 8.000 100-105 Geraldlne Walters Éxèctstivg Oir4(tor ol Piolvssional PiacEk• 100 175-180 800 150-165 13,000 175-180 100 160-165 13.000 Edward Welsh Executive Oirpttoy of CommunKationsand Eh#agern•nt 2010-2021 145-150 19.000 165-170 145-150 18,000 160-165 200 Toi•li 1,465 726 150,671 7,61$ 4,600 1,152 154,000 1.290 •oo 68 Annuèl ReDoit and A¢￿￿￿t5￿2021-2O22 RemuneratiOD rpporL 69 Note5 to table 2 Matthew Mcclelland 15 a deferred member of the defined benefit scheme, and details of the value i)f his pension benefits in 2021-2022, including 50 percent (£15.402) of n agreed transitional payrnent of £30.804 on the c105ure of the defined bernÈfit scheme to futLJre accruals, afe shown In table 2. The transitional payrnenr wa5 tnad8 as 6 contribution 10 the dofined contribution pension scheme and the Remuneration Committee agreed that the remaining 50 percent could be made in 2022- 2023. Natthew McClelland'5 pension benefits shown above have been calculated as follows.. 4. Ngozikè Francesca Ok05i was Executive Director of People and Organisational Effectivenes5 until 28 February 2022, when She left the NMC. Her salary of £305-310k includes salary of É135-140k for the period l April 2021 to 28 February 2022 and an exit paeka9e of £?70-180k. Her exlf package Is also dlsclosed In rable S. 6. All current directors are rrembors of the defined contribution pension scheme. the valuÈ of their pension benefits are the employer contributions madÈ by the NMC Into their pension fund5. l. Emma Broadbent was on leavo due to ill health from 11 January 2021 to 8 April 202). Tom Scott was engaged as interim Executive Director of Professional Regulation to Covef h¢r absence. On her return, Emma 8roadbent continued ds Executive Director wilhout portfolio, overseeing a change programme, while Tom Scott continued bs Interim Executive Director ot Piotessional Regulation. After Noozika Francesca Okosl went on leave due to ill health on 13 December 2021. Emma Broadbent assumed rho role of Acting Executive Director of People and Or9anis8tional Effectiveness from 24 January 2022 and continuèd In this role alter Ng021ka Francesca Okosi left on 28 February 2022, 7. Totals subject to roundlng. 3. Miles Walla¢8 was appolntod Actin9 Executive Oireetor of Communications and Engagement trorn 13 December 202110 cover Edward Welsh's leave due to111 health. For the pension benofits accrued in the detined benefit schèm• for the pèriod l April 2021 10 30 June 2021.- Ihe real increase In h1$ pension In the yfjar multiplied by 20, less the value of employee contributions made amounting to £1,959. 2. Sarah Danigls was a memb?i of the Exe¢ufive team until 19 October 2020. Her post as Dlro¢tor of Peoplo and Or9ani5atioFial Development was made redundant as a result of rhè new NMC directorate structure. and she left the NMC on 22 January 2021. Hèr 5alafy of £165-170k disc105ed in table 2 Includ¢s salary ot £lOO-É10Sk for rhe period to 22 January 2021 la lull year equivalent of £125-130kl and her contractual redundancy and notice of É60-65k. Her eMIt is also dls¢105ed In table S. b. For pension benefits in the defined contributiori schem• wlth effa¢t l July 2021, followino the closure of the defined benefit scheme to accrual OF beneflt$ on 30 June 2021.. employer contributlon5 arnountlng to £30,104. In last ye4Jf'5 annual report, due to a calculation fyrror, we incorrecriy declarèd Matthew's pension benefits for 2020_2021 as £54.000. The correct figure. as listed In tablo 2. was £42,000. 70 AnNu61 fieport and Accounts12021_2022 R¢¢nuwiation repor1 71 aBW2c￿II5l4IIL￿D￿¥l2I151IDlQB Table 3 Table 4 Exètutiv• team d•fln•d bèn•flt penslon Informatlon Off payroll engagements Off payroll •n#agem•nts as of 51 March 2022, lor mor• than £245 por day and that last for ltsngèr than 51x months R￿1 Ac¢ru•d p•nilon •t ag• 60 ot 31 Mar 2021 (b•nd5 Ot £5.000) £'ooo C**h •gulval•ht tvan5t•r C•ih •qulval•ni R••1 In ta5h •qylv•l?nt Numbgr ol exlstlng engagemtrnls as of 31 March 2022 at •9• 60 (bond¥ ot £2,500) £'ooo valv• at 51 M•r 2022 £'ooo Api 2021 £'ooo Of whlch.. £'ooo Number fhat have existed tor less than one year at time of reporting Matthew Mcclelland NuTnber that havo exl$red for berwo¢n on• and two years at tlrne of reporting Exttutiyo Q-2.5 15-20 543 543 Number that hove ex￿$te￿ for b•twe•n two and fhree yoars at time ol repoftlng 9020-2022 Number that have existed for between thrèe and tour years at tlrne ot reporting Off payroll engagements and exlt packages For all n•w off p•yig11 •ng•¥•m•nii, ot Ihoi• that r••ch•d ilx months In duratlon, b•tw••n l Aprll 2021 and 31 M•r¢h 2022, for Moi• tb•n £245 p•r day and that la51 tor ltsngor than slx months In Iina wifh HM Trgasury requiremenis, Information rnu51 be publi5hgd on highly paid and/or senior off payroll engagements at the year end, and the number and cost of e¥it packages agreed ancj paid during the year and the prior year. None of the Council or rhe Executive team are ern9aged off payroll. All off payrtsll Ongagements are a55e559d using tho Governrnent ernploymenl status calculator to Identity the correct method of ono8g¢menr. Nurnber of new engagetnents, or those that reached slx months In duration. betwean l Aprll 2021 an(J 31 March 2022 Of which.. Number a$sossed as wlthln IR3S Number assessed as out$lde IR35 Number en9èged directly and are on the payroll Number of engagements reassessed for consistency/ assurance purpose5 during the year Number of engagements that Saw a change to IR35 stattJS following the con51srency revlew 72 R•POrt and Accounts12021-7022 Remuneration repori 73 1&66F2¢ts71WIItsABDz.3WI1451ID￿ll Table 5 A5 noted in table 5. two special The remuneration of all employees 15 payments were made to colleagues reviewed annually taking Into accovnt departing the organisation. Special payments refer to special a range of information Including employee turnover, recruitment activity severance paymenls paid to employees and retention trends. benchtnarking and others that are above normal data and overall affordability. Based on starutory or ¢ontractual requiretnents this Information, the Council approved when leavin9 employment, wheth&r they rÈ51gn, are dismissed or reach a siandarLI rate Increase ID klay lor all eligible employeÈ5 of one percent with an agreed termination of contra¢¢, effect from l April 2021. In accordance with 9oveinance arrangements approved by the CourTrcil. thg Remuneration Cornrnittee is re5pon51ble for approving such payments In accordance with crlteria agreed by the Council. Exit packag08 Wymb•i ol 14ufflb4r ol ¢ornpMII•iy r•duThdan1 •hd• 31 Maich 2021 For 2022-2023. the Council approve¢J a standard rate Increase In pay for 11 eligible employees of three percent with effect from l April 2022. This incrÉè5e ha5 also been appll•d to the minimum and maximum values of each of the stafl pay grades Introduced In October 2019. These grades were Introduced In 2019 a5 Part of a three'year Investment In grading and pay, whith also SOW colleague5 rnoved toward5 the mid- point of their grade within three years. The Councll approved this invesimeTrr as evidoncè from benchtnarkino and high turnover rhtes had confirmed thot our pay rates had fallen behind cornparatlvo or9ani5alions. Whll¢ wa completed this work In 2021-2022, w• have Implemented a further Pfogression Increase to mttvè collÈa9ues toward5 the middle ol their pay bands. agaln focu5eLI on the lower paid grades. with effect from l April 2022. We See th15 as an Important part of ensuring our salarles are competitivÉ. Ji M*rch 2021 M•r¢h 2022 1 É10.000 In all cases. on the basls of the Intorfflation provide(J by the Executlve, the Remuneration Committee was satisfièd that in the excaptional circumsiances presented. approval was justified and defensible. Contributions 10 1&oal fee5 were also made In each case In accordance with normal practice. Éio.001 E25.000 E25,001 Éso.000 É50.001- Èioo.000 ElOO.000 ElSO,000 Remuneratlon and performance assessment of other employees Gi4at•r than £150,000 Total umb•i pa¢k•9•1 All employee5 have a slx-month pr(>bAtion period on eomm&ncing employment and a notlce period of one to three rnonths, depen(linu on their grade. ¢tsBt ¢ 15.240 •S,Sg0 311,908 300,?86 90.011 182.804 Our performance and devèlopment review process operated a5 in previou5 years, with annual obiÈ¢tive5 s?1 lor rhe coming year In May with a rnid-year review and appraisBI at year end. This process 15 not linked to pay. rhp tw40 ¥>priol poyments have b¢¢Tr ￿N(l￿￿Vd In 54mp bandlng •s tho *xit parkagq they thè spvcwl poym0nl5 do•5 Iiol mbtth thE miniffl￿￿ co51 tPgBthEr thp mlDimu thiq%bold5 01 baAdin$5 74 4nnuol Report and Accotsnis12021-2022 Rèmunerat￿Tr iepoit 75 JBIIFI¢￿7l5uI1￿8D2￿B111SIlD•¢B Pension arrangements Our current active pensitsn scherne is a defined contribution pension scheme. Etnployees can opt to contribute to this scheme by salary sacrifice. Employees in the scheme contribute a minimum one percent of the1r Salary and the NMC contributes 81ght percent 12020- 2021.. eight percentl. Frorn l April 2021, the NMC matched additional ernployee contributions up to a maxirnum total employer contrlbulion of 14 percent. To receive an employei contribution of 14 percent. an employee would need to contribute at least sevÈn percent. We Èncourage and support Colleagues to reflect on how to best plan for their retirerrlenr and ensure rh8y ère rakin9 full advantage ot our pension scheme. At 31 March 2022, 990 employees 192.9 perc&nt) wpre members ot the defined contribution 5chome 131 March 2021." 833, 84.3 percenii. NMC grading structure and pay dlfferentials Up until 30 June 2021. we had two active pen5i0n 5ehemes'. a defined benefit pension scheme and a define(* contiibution scheme. Table 6 Employo•s by gr•d• •nd g•nd•r on 31 March 2022 Employees who joined the NMC befrore November 2013 were able to join lh8 defined benefit pensiori schetne The scheme was c105ed to employees ioinin9 the NMC alter I Novernber 2013. On 23 March 2021. tollowing a consultation. the Councll approved closure of the detined bÈnÈfit scheme to futuro accrual of bertetits with effect from l July 2021. Th15 achieved the objectives of harmonisin9 btrn8fils for all colleague$. reducin9 the NMC'S exposure to flnancial risk ond enabling c05tS to b• redirected to other expendlturg, Pay Level Male p•rc•hi•g• of coll¢a9U¢S Numts•r of eoll•a9UOS P•vc•nt•4• ol 011oagu05 Numb•1 colloagu•5 14.3% )52 34.4% 365 14.6% 155 24.9% 264 3.6% 38 7.4% 78 Furth8¢ Information about remuneration and pension5 IS contained in nores 9 an¢ 19 to the accounts, Exeeutlve Director5, 0.5% Int•rlm/acting CE&R 0.09S 0.1% Tol•l •mploy••i 32.gx 349 07.1% 711 76 Annual Reoort and Accoun1512021-2022 Remunoration t•POTt 77 8Bts6F2¢ts71SHIItrAIQ2U214511DWB Table 7 median remuneration of NMC employees. which wa5 £38.000. Thi5 represents a 0.15 Increase In the median retnuneration gap year on year. The median remuneiation Salary has reduced 51nce 2020-2021 as the proportion of employee5 In lower 9rade5 has incre8se(J. 3.17 time5 the upper quartile remuneration of NMC employees. which wès £55,162. This represents a 0.01 Increase In the upper quartile remuneration gap year on year. The upper ouèrtile retnunerarion 53lary decreased sin¢e 2020-2027 as the proportion of employees In lower grades has increased, Employe•s by yrad• and •thnlclty on 31 Mar¢h 2022 Pay Level White MÈ UMdlitloMd or pv•l•t not lo all5¥rf0r In 2021-2022, Andreo Sutcllffe's rernunerètion was S.85 times the lower Quartile remuneration of NMC employee5, which was £29.910. In 2020-2021, Anllrea Sutcliffe's remuneration was 5.87 times Iho lower quartile remuneration of NMC omployees. which was E29.838. Thls is a 0,02 decrease In the lower quartile remunerotion gap year on year. The lower quartile remun&ration salary Increased slightly since 2020-2021 due to the I percent salary Increa5•5 Irllplemented in 2021-2022. Pay gap reporting 17.8% 189 24.5% 269 6.4% 68 As an èmployer with more than 2SO •mployees. we pub115h our gendèr pay gap datè every year in line with legislation that carne Into force In April 2017. Aifhough not reouired by legislation. we also publish Ouf P8y 9ap data for ethnicity and disability in line with good pracrice OTid tor transparency. This data 15 a key tool in providlng Insight5 to ensure that we èrè tsfferiD9 inclusive èmployment opporlunilie5 ie9ardl¢ss ol gender, *thnicity and disablllty. 22.1% 234 11.8% 125 5.7% 60 7.9% 84 1.9% 20 )2 Executlvg Director. Including Interirn & èctlrig 0.6% 0.0% 0.1% In 2021-2022. Andrea Ststcllllo'$ remuner4tion was 3.18 Ilmg$ the uppor quartile remunerarion of NNC employees. which was E55,000 In 2020-2021, Andrea Sutclitte's remuneratlon Wa5 CE&R 0.)% 0.0% 0.0% Tot•1 •fflpl•y••i 40J 15.3% Ouf pay g)p d•1* li ¥hown th• l•bl• b•l•w'. Remuneration ifj the lollowin9 cÈlculation 15 based on annuallsed. full-tirne equivèlent le￿UneratIOn of all 5tsff (not Including contractor ond ogency slaffl as at rhe reporting date. It does not Includo paid annual leave. ernployer pen5i0n contributions or the cash equivalent transfer value of pensions. Andrea Sutclifle's sal8ry in 2021- 2022 was Identical to 2020-2021. When rakin9 efflployees of the entity 5 a whole (excluding the highest paid direclorl, the change in averagg salèry from 2020-2021 to 2031-2022 was a decrease of 1.1 percent duÈ to the Increased recruitment In our lowe51 paid roles. No Èmployees r•cgived perForrnanc# pay or boFIu5e5 In either the current or previou5 financial year. P4y gap 2022 2021 UK Av•r•i• foi 2021 Gentler - 6.2% 4.9% 13.6% Gender- Medlan 12.7% 8.3% 12.2% The highest paid pertnanent employeo In the NMC on 31 March 2022 Is the Chief Executive and RÈgi5trar. Andrea Sutcliffe. and we have used her salary as the comparator when ¢al¢ulatin9 the differential to the Iowor quartile, median and upper quartile remuneration of NMC ernoloyees. Ethnlelty - Mean 25.5% 23.7% In 2021-2022 Andr*a Sutcliffe, rernunerarion wa5 4.76 times the median Tetlluneration of NMC employees, which was £36.792. In 2020-2021, Andrea Sutcliffe, remuneration was 4.61 times the Ethni¢lty- Medlan 27.1% 27.1% declaratloDs to calculate Bccuraie figures. Di$ability- Mean -4,4% -3.4% Dlsablllty- Mei#lan .11.8% -9.8% 78 Annual Rppuri and kcr•unis1202I-XJ22 Remuneiaiion ieooil 79 leloPIC￿7)s￿l1W￿2-J6214s$$D5U6 We reco9nise that we need to take more meaningful action to address our gender and eihnicity pay gaps. We have established good foundations for this through our People Plan and our EDI Plan. Further detai15 are provided below. While we are pleased thèt we do not have a disability pay gap, we acknowledge this Is likely to reflect under-reportiri9 of disability. Th15 increase was prirnarily within lower grades. with the headcount increase in grade5 one to five (52 people) accounling for 72.2 percent of the total Increase across all grades (72 people). This has affected our pay gaps, a5 explained below. Gender pay gap Ethnicity pay gap Our tnean ethnicity pay gap at S April 2021 was 23.7 percent. At S April 2022 this has intreased 10 25.5 percent. Our detailÈd analysis is that this 519nificant pay gap reflects that many colleague5 from Blèek and minority ethnic backgroun(Is are in junior grades in the organisation and arg significantly under-reprosenred In senior roles. During 2021-2022, our headcount ha5 increased In these junior grades which. given they have a larger proportion of our Black and minority ethnic etnployees, has further exocerbated the 98P. Our tneèn gender pay gap at S April 2021 wa5 4.9 percent. At S April 2022 this had Increased to 6.2 percent. As noted above, this increase reflacts the fact when we expanded the nurnber of junior grades as part of our Fitne55 to Pfact15è Imgrovernent pro9ramme. we recruited more women than men. Despite thls Increase, our gender pay gap consistently remains below the LIK av&rage of 14 ) perceni. We will work to reduce our pay gap thfOU9h the rnplementation of our EDI Action Plan and People Plan 2022-2025. Our Poople Plan launched in April 2022 nd our EDI Plan wlll be published In summer 2022, settin9 Out how wè will Improve our processes where there Is Èvidence of bias or unequa outcom85. This includes Implementing Inclusive action into our management and leadership programmes and embedding EDI into our rocruirment and prograsslon practices. Our pay 9aP Llata indicate5 thai we need to Improve th& proporiional representation ot women and people from a miDority ethnic background at higher gracles. A detailed narrative on NMC pay gaps tor 2022 can be found in our pay gap reports h•r•. be Includgd In our EDI work, During 2021-2022. ovr headcount for permanent and Full-time conrract employees increased from 988 to 7,060 17.3 percenll. mainly due to our Fitness ¢0 Practise Improvement programme. W• no¥d to addres5 career progression nd reoreseniation ot Black and minorlty ethnic staff In more senlor roles In the organisation. We are comrnitted to ièking meaningful action and havfj already taken sorne lrnportant Steps based on what we have learned. IncluLling e5tabllshing our Rlsing Together Mentoring programme las Tnenlioned earlier In this report). We are disappointBd that despite th858 actions the p8y gap has In¢r*ased. but we know that it takes time for these actions to create change Jnd we are committed to reducing th8 pay gèp. Our EDI Action Plan for the next three ye4r5 will Include targeted action5 to addrE55 workforce race inequality aFid includ05 actions to Improve recruitment. progression nd the experience5 of Black and minority ethnic colleagues. We participate annually in the NHS Workforce Ra¢e E4uallty Standard ro support U5 to rneasure progress on workforce race equalily, 80 Annubl Report an(J A¢counts l 2021-2022 RernuneTation rpport 81 Disability pay gap Under-reporting 15 likely to be an issue. In 2021-2022 we have worked further with Workaround. our employee network for colleagues wilh disabilities. to ensur8 people are confident to d15clo>se their disabilitie5 and to improve our processes and capabilitie5 to support disabled colleagues better. However. we will continue to do tnore In 2022-2023. Our mean di$4bility pay gap at 5 April 2022 wa5 -4.4 percent (2021.. -3.4 percent). This mean5 that colleague5 who have declared disabilities are on aveiage paid more than people who have not declarecl disabiliiiÈs. There 15 represÈnt4tion of disabled ¢olleagues Ihrou9hout Most of our pay levels. However, only 7.7 percent ol colleagues have declared a disability {4.0 percent 2021_20221. The Office of National Statistics states that In 2018. 18.9 percent of the working population was disabled. 06 Statement of the responsibilities of the Council and of the Chief Executive and Qegistrar in respect of the accounts Slr Da¥141 Warr•n Chair Andita Su¢£liff• Chief Executive and Registrar 08 July 20P2 The Nurslng and Mldwlfery Order 2001 requlres that annual accounts are prepared and audlted. The Council and its Chief Executive and Registrar (as Accounting Officer) are responsible for the preparation and approval of the accounts. 82 AnTrual Report and Accounts12021-2022 En￿J￿ ￿ EB66F2c￿llSMllL￿Qz•It14S%•o1OB The accounis are prepared In accordance with the detÈrmination received from the Privy Council which requires the accounts to be prepared in accordance with the Charities Statement of Recommended Practiee Accounting and Reporting (SORPI revised 2015 and that the account5 Iso comply with the applicable law nd Accounting Standards issued (Appendlx l). The Council and its Chief Executive and Registrar are responsible for the keeping of proper accounting records, which disclose with reasonable accuracy at any time the FiTi8ntlal position of the Council and enable Ihem to ensure that the account5 comply with the ChaTlties Act 2011. the Charities and Trustee Investment (Scotlandl Act 2005, the Charities Account5 (Scotland) Regulations 2006 and the Nursin9 and Midwifery Order The law applicable to charities 2001 They are also r85ponsible for registered in England and Wales safe9uarding the assets of the Councll 8nd Scotland requires the Council to and hence for raking reasonable steps preparè financial staitrménts for each for the prevention and detection of financial year which give a true and fair fratsd and other Irrggulaiities. view of the state of the charity's attairs and of It5 net movernent In funds for that Poriod. In preparing these 4ccount5 they are required to-. In doin9 so. she Is asked to take Into account the principles set out in Chapter 3 relating to the responsibilities of Accounting Officers and wider guidance contained In Mana9in9 Publlc Money (HM Treasury, 2013, wlth annexes revisecj March 20181, We have taken all step5 that we ought to have taken to tnake ourselves aware of any relevant audit Information and to establish that the NMC'S auditors are aware of that Information. The Accountin9 Officer contirtns that the annual report and accounts as a whole is fair. balanced and understandable and takes personal respon51bility foi the annual report and accounts and the judgments required for deterrnilling that It Is fair, balanced and under5tand8ble. So far as we know, there is no relevant audit Infortnation of which the NMC'5 audiiors are unaware. The Prlvy Council ha5 appointed the Chief Executive and Registrar 85 ACCOUnt￿n9 Officèr tor the Nur51ng and MILlwifpry Council. In her caL)acity as Accountlng Officer she 15 responsible tor the execution of the Council'5 obli9ation5 under Section S2 of the Nursing and Nidwifery Order (as amended). observe the applicable a¢¢ounts determination Issued by the Privy Council Prlnclpal place ot buslness 58lecr suitable accounting policies nd then apply therr consistently Th• NMC w•vl(s acroii England, North•rn Ir•land. scotlond, •nd Waloi. Iti prln¢lpal plac• ol builn•*s li: observe the method5 8nd principles in the Charilies SORP make judgements and estimèto$ on a reasonable basis 23 Portland Place London wis ipz prepare the accounts on a going concern basis unless It is inapproprlaie to presumo ihe Council will continue In operation state whether Bppllcable accounting standards have been followed and di5c105e and explain any material clepartures in the Financibl staternents, 84 Annual Report and keounts12021-2022 SWEnv*ilD AW2¢fy7164411LK41D2A621451ir* Independent Ext•rnal Audltor: HW Fisher LLP. Acre House, 11-IS William Road, London NWI 3ER 8anker$: HSBC Bank PIC Space One, Floor 2. 1 Beadon Road, London W6 OEA Slatutory Autlltor= 07 Comptroller and Auditor General, National Audit Office. 157-197 Buckingham Pal8ce Road. Victoria. London SWIW 9SP Annual governance statement I￿￿1*mont Man•o•ri: Safasln & Partners LLP, Juxon House, 100 St Paul's Churchyard. London EC4M 88U Intgrnal Audllor.. RSM Risk A5sur8nce Service5 LLP, 2S Farrin9don Street. London EC4A 4A8 SollcltOfS= We are an Independent statutory body. Our statutory objectives responsibilities are set out in the Nurslng and Mldwlfery Order 2001, as amended (S12002/253), (the Order). Capsticks Solicltors LLP, 1 St GÈorge5 Road. London SW19 40R Mills & Reeve LLP. 24 King William Street, LonLlon EC4R 9AT Addleshaw Goddard LLP. 60 Chiswell Street. London ECIY 4AG Trowers & Hamlins LLP, 3 Bunhill Row, London ECIY 8YZ 86 Annual Flepoit and Acc¢vrt1512021-2022 10 BBIOFICtsIIS4411WD24eZ1401IOIO8 We are also a registered charity.. The Council takes account of Charity re9lstefed In En9land and Wale5 comm￿$s1On jnd Office of the Scottish 11091434) and In Scotland (SC038362>. Charity Regulator (OSCR) guidance Our thariiable obiett reflects our in making dec1510ns', throughout overarching statutory obiective. to thi5 report explain how our work protect and Safeguard the health and demonstrates public benefir. wellbein9 of the public. The Chair and Members of the Council Council are appointed by the Privy Council, following open and cotnpetltive selection processes. The Prlvy Council receive5 a55urance from the Professional StandarLls Authority for Health and Social Care IPSAI on the robustness ol our appointment or reappointmenr process. Associate scheme The Council e5tabli5hed an Associate schemÈ in July 2020 (standing Order5. paragraph 3.7) to provide opportunities for Indivicluals wirh the potential to develop the skills and expert15È needed to be Non- Executive Directors. Associates aro Involved in all 8spe¢ts ot the Council s work in a 51fflilar way tts appointed Council members but do not votE on Council decisions. Councll Sir David Warren wa5 appointed ès Chair by the Privy Council and took office on 21 June 2021. Following his appointment, Sir David undertook a cornprehen51ve Indvcrion Including m>in9 With NMC eolleagues. nursing and mldwlfery professiona15 and senior leaders. Sfakeholders and partners acr055 the health and social care sector and the four nations tsf rho United Kingdorn, Autt m4n ¢ornrnltl•• •mtnllt• The tlrst two Associates. Dr Gloria Rowland M8E and Tiacey Maccormack, took office fr(>m l Jènuary 2021 For a two-year period (the maximurn ter perrnitted under srandin9 Orders). ProfeSSOf Karon Cox had Continued to $erve as Acting Chair until Slr David Warren took office. This had bèén agreed by the Council In December 2020 In accordance wlth legislaiive requirFfflents and Standing Orders (paragraph 3,3.2), A5 thi5 15 8 new initiative, the Councll is keon 10 asséss how the scheme 15 working In pra¢tlc& and to bulld learning Info tuture development. In April 2021. the Retnuneration Comrnittee approved proposals for a phased evaluation of the 5¢hÈme. Thè first phase was completed in 2021-2022 and will be con5Idered by rhe Remuneration Comrniltee early in 2022-?023. The Councll Our Scheme of Deleqarion sets out whith rnatter5 can gnly be decided by the Council. Justine Craig took oftice as the Scotland Counc11 member on l May 202), replacing Roberf Parry, whose 5e¢ond ierm of office ended om 30 April 2021. Justine Craig stepped down frtsm her rolÈ on 31 December 2021 following her appointment as Chi¢f Midwifery Officer for Scotland, Following a iobust recruitment exercise, Margaret McGuire took office as the ScotlBnd Council member on l May 2022 The Council is our governing body )nd Ihe Council members are the charity trustee5. Members of the Coun¢ll are colleciively responsible for ensuring that the NMC is well-run, solvent and delivers public benefit. The Council Is ma(Je up of 12 mombers of which hall must be professionals tsn our reglster and halF are lay rnembpr5. as set oui In Ihe Nurslng Thd Mldwll•iy Councll Iconititutlon) (Amendm•r*i) Ord•r 2008 ($1 200B12553) Lay mpmbers are people who have never been a reglstered nurse, midwife or nursin9 associate. As a UK-wide regulator, the Council'5 mernbership must Include at least one member who live5 or works wholly or mainly In each of England. Wale5. scot￿and and Northern Ireland. The Counci1'5 remit Is to (al Set our srraiegic direction and corporate objectives. in line with our core purpose, Ibl ensure effective 5yStem5 are In place for managing pertorrnance and risk.. and Icl maintain problty in. and public accouniability for. the Ekercise of our functions and the use of funds. Clalre Johnston w05 roappolnted fof second term from l May 2022. 88 Annual Report antl Ac¢¢vni512021-2022 Annual #tsvwnance staiernent 89 O•vJ5WEfv*bpDID I￿P￿c￿TI&l￿7I￿D2-￿l2l4s1l Councll member and Associate attendance l April 2021 to 31 March 2022 The Council Is comrnitted to openne55 In 202?-2022, one emergency and transparèncy ènd seeks to conduct measure wè5 appioved by the Chair a5 tnuch business as possible at Open tneetings which Fnernbers of the in line with the arrangements set out public can aitend Matters can only be above. This was to open rhe NMC considered in Confidential meetings temporary register to a defined cohort of applicant5 rrained outside the If they fall within ari exerrption Set UK to 5uppori Ihe national Covid-19 out In the Council'5 Standin9 Orders response further to the rapid spread (paragraph 5.2.5). of rhe Omi¢ron variant. This rneasure was approved on 20 December 2027, following a Council discu5510n earlier on the same date. This was reported ro the Open Council meeting on 26 January 2022. Councll and A¥soclat• rn•mb•rshlp and 4tt•n¢•nt• durlng 2021-2022 Is sel out b•low: Numbor 01 Numb•r ot i•iilonJ •ll¥lbl• to •tt•nd. %ot M•rnb•f att•nd•d' att•nd•d Oue to the Covld-19 pandemic, al Council seminar5 and meÈiings between March 2020 and February 2022 were held virtually, as allowed for under Standing Orders All viriual Open tneetings were held In a way that ensured mtsrnbers of the publlc ould conrinu@ to b6 present and have the opportunity to raise que5titsn5. In March 2022. we were pleased to be able to hold our first in-persori Couricil meeting since the sièrt of the pandemic. Throughout thls perioLI. all activifie5 were undertaken tak1ng Into account Charity Ctsrnrnission and Offic8 ol Scottish Charity Regulator Covid-19 guidance. Sir David Warren (Chtsir) Iliom 21 June 20211 loo% Slr blvgh Bayley In addltlon to forrnal meetings, Council ffiembers and Associates attend monthly seminars. hold video conferences ènd participate In a wide rangE of other activiLie5. These Include attending variou$ Task Group$, briefings and webinars with peoplè using health and gocial care servicos, prole5510nals and NMC collÈayu85 These a¢rivitie5 help ensure Councll member5 have the Insight they need to hold the Executive to account an make Informed decisior15. In 2021-2022, given the pandofflic. these events an activiti¢s wore primarlly held virtually. 14 86% Professor Karon Cox (Deputy (Actlng) Chalr trom 5 October 2020 ro 20 June 2021) 12 14 86% Clèlre Johnston 14 14 io0% D•rek Pretty 14 loo% Malta Phllllp5 OBÈ 14 93% In March 2020. recognlsing thot the severity and Impact ot the Covid-19 pandemic might requlre urgent regulatory decislons to be taken at speed. the Councll agreed 8rranoements ftsr rapid dgci510n. making to Implement efflergency measure5 to support the health and social care workforce. The Council agreed that, wherever pos5iblE. the Chair should consult CL)uncil m&rnbtrrs in advance of such decision5, and In all circumstances. the Chlef Executive and Registrar would Infortn Council metnbers within 24 hours of ¢Jecisions being made. Ruth W4lker MBE 14 loo% Eileen McEnean•y MBF 14 loo% Dr Lynno Wl9en$ 08E 14 14 Anna Walker C8 10,5 14 75% Sue Whelon Tracy 14 86% Jusline Cralg (from l May 2021 to 31 Oecembei 2021) 10 80% Dr Glorlb Rowland MBE 10 14 71% Tracey MacCormBek io 14 71% 'InC￿d¢s0￿en ènd COnlKtenlialrnoetings 90 Annual Roport Acc¢unt512021-20?2 Annubi govÈtnanEe 5tolemen' 91 2E16FIGfyVISMIIWD24OZI41101 Effectiveness of governance In particular, we are keen to ensure our Open mÈÈrings continue to be as accessible as possible For metnbers of the public across the UK Audit Committee Reviewing the accountlTig politiÈs for the year to 31 March 2022. The remir of the Audit Committee is to support the Councll and managernent by reviewin9 the cornprehensiveness and reliability of assurance5 on ovÈrnance, r￿sk managefflent, rhe control Ènvironment anLI the Inteorlty of f￿nanCIal statemernts and the annual report. Th£ Coniii)Itr&e has welcofflgd the artendance of the Chief ExecutlVO and Registr4r, Inteinal Auditors, the External Auditor5 and the National Audit Off ice (NAO) at it5 metrtings. and In keepin9 With good practice. has held privale meering5 V41lh thèm at ppropriate junctures during the year. Reviewing risk man4gemenr and assurance drrangement5. Including undertaking cornprehensive reviews of the risks. mitigation5 and sources of assurance about core work. The Council is committed to mainioinin9 Lhe highest standards of governante. Our practice complies with the Cabinel Office Corporaté Governance Code ot Good Practice for central goveTnment departments to the extent th8t It is applicable We èlso strive to meer the principles and recomm&n¢Jed practice conlainetl In the Charity Governonce Cgde and the National Council for Voluntary Organisètions Charity Ethical Principle5. The Council conduets It5 busines5 in accoidance with our organisational values - fair, kind, ffltsltious and collaborative and the 5evgn prlnciples of publlc life.. selfle55Tiess, Integrity, objectivity, accounlabilify. openne55. honesty and leadershlp. The Council regularly revlews the governance frarnework and policie5 to enskjre they reflect best practice nd continue to 5fjfvE the needs of the organisation. In September 2021. our Council reviewed approved an updated Code of Conduct and policies for Managing Inte￿$t$ and Gitts and Hospitality. Approvlng the Internal audir work plan for 2021-2022, reviewing internal auflit report outeomes and overseeirig action to prooress closure of outstanding snl?rnal audlt recommendation5. Reviewing seFiou5 event5 and daia breaches, to ensure organls8111)nal sharin9 and Implementing learning to prevent recurrence. Councll committees H•r• ar• iom• ol th• k•y a¢tl¥Stl•i ol th• Commltt•• In 2021-2022. Tho Councll continu85 to havo an Audit Committee, a Remuneratlon Comrnittee. an Appointrnents Board, an Inve5tmenr Committee and an Accomrnodatlon Cornmitlee Reviewing singlE tender actlons and seeking assurance that ploper procurernent proc855es are being adhered to by the Executive and thar any single tender actlons re justifiable. Overseeing the appoinrment proces5 for exleinal auditors. Tho Commilteo was pleased lo wel¢gtne HW Fisher LLP as the NMC'S external auditors. following their appointrri•nt by Council on 28 Septernber 2021, Ctsuncll rnember5 an¢Y Associates receive a full Induction on appointment and undertake Indlvldu81 appraisa15 annually. These Inform tulure Individual and collectivo development. a5 well as consld8ratlon ot feappointment5. IFi¢uction se5S1on$ and 6ppra15als have all been held virtu8lly durlng 2021-2022 Appolntment of Coun¢ll mernbers to the Audit. Remuneration, Invesimenl and Accommodation Comtnitteès Is Foverned by the Council'5 Standln9 Order5 and Schemo ot Delegation, logEther with o set of principlès dopfed by the Coun¢il In 201S. Coun¢il Commlttee membership Is revieweij re9ularly. The Chair Is an ex officio member ol all th• Coun¢ll Committees, except Audit Cornmittee and Appointments aoard. Monitorin9 rhe Implementarion and use of the Internal Whisrieblowing nd Anti-Fraud, 8iibery, and Corruption policiBs to be assured rhat any Issue5 ra15ed arg ctsmprehensively Investigate*J an(J any èction and learning Is tak¢n forward. Reviewlng tho Annual Report and Accounts rhe Annual Fitne55 to Practlse Report and recommending to the Council the approval ol those reports. Thp Cornmitiee also revlowed tho report5 from the External Auditors aDd NAO, Ènd Ihe Executive's respon5Es lo recommendations made by thg auditois. ID accordance with good governant¢, Ihp Council undertakes regular reviews of 115 own effectiveness. Oufing 2021. the Council reflected on kèy areas of Its activities Including way5 L)1 working The remir, membership and attendanco for rhe future and Identified some record for each Cornrnittee Is reas for refinernent. These included set out below. Committees also ensuring Council papers and briefiri95 made a number of decision5 by re always succinct and focused, correspondence out51de of the Improveffjent5 to sharing informat￿On meeting5 identified below, where bEtween rneetings, and embedding necessary and In accordance with learning from way5 of working adopted Standing Order5. due to the Covid-19 pandemic. 93 92 Annual Repoil kcOunt512021-2022 Annual go¥wnance statemeni D￿￿j5￿Erb￿p•1D 1*eF2C￿TI6m1l￿D2.j•?I1bI1O The m•mb¥rshlp ol the Commlt¢*• •hd ottendan¢• lor th• p•rlod l Aprll 2021 to 31 M•rrh 2022 were as lollows- Th• m*mbersttlp of tho Commltt•¢ •nd att•ndan¢• lor th• parlod l Aprll 2021 fo 31 March 2022 4r• shown below-. Nymb*r of Numb*r of s••slons •llglbl• io att•nd %ol 4•islons i¢•hd•d Plymt*#v of i•ssloni •114lbl• to attend M•mb•r Numb*r of M•mb•r •tt•nd•d i•ssloni •tt•nd•d loo% Ruth Walker M8e (Chair) loo% Roberi Pairy lbl* f•r: Internal control mechan15ms rernain comparable to last year. All directofate5 adhere to expected requirement5 for planning Agreed business plan5 bud9et5. proieets and progfamrnes undergo buslness 65e approval an¢J adhere to delegated approval levels. Our Internal 6vditOTS have highlighted some areas for ifflprovèmtrnt which have informed our Internal Audit Woik Plan for 2022-2023. Thanks LO the impact of ihe vacclnation programme, we also prepared for a long-term Èasing of resrrictions and hève worked with colleagues to d¢veiop hybrid ways of wofking that will enèble tss to deliver our obieciives. Fitnes5 to practise caseload ensuring that the annual Internal audit work plan and other nternal quality assurance work are complementary and focused on areas of poiential Intornal onlr(>l wèakne5S Throughout the year we managFd a high fitness to practise caseload which grew before and durin9 the pandernic, Th15 has now slabilised. but this h8s taken longer than envisaged. We now expect work to reduce our caseload to strÈrch 1nto 2023-2024, rhese actlOn5 enabled us to support the proles5ionals on our re9i5ter and the naiional response to the pandemic.. enabling us ro deliver our ré9ulatory role, maintain the temporary register and provi(Je clear 9uidance and support to nurses, rnidwives and nuisirlg as50Cl8tes, revlewing the porformance of our Strategic chènge portfolio alongside our coiporatÈ tisk register every month The impact of a high caseload 15 that we take longer to process concerns. whlch has a ¢Jistressing Impact on all those involved In titness to practise referrals. We continue iu manage cases In a per$on-cenired way, allgned to our value5, and en5uro the ou8lity ol gur decision-making. undertakin9 an annuèl assessment of the effectiveness ol fi$k manag8m8nt and Internal control arrangemenis lor eoch tlirectorate. Key Issues and rlsks MltlgatloD In 1022-2025 Wp undÈfioke an annual review of the •flecti￿nesS of our internal control environmenr and rlsk managernenf. Thg 2021-2022 review concluded that we When Coun¢il approved the corporat8 have a reasonable assuiance thai ijur plan tor 2021-2022, It reco9nlsÈd that intelnal control Ènvironment operates the Covld-19 pandernic would continue adequately at corporate and directorate to affect the pace at whith we would lovel As part ol our maiurity work, b¢ ablè to lake forward our Strategic we stren9thene(J the approach to ambitions. To rnin1rn15e clisruplion. we SSÈss each directorate again$r è set ontinued to t8k8 è ranoe ot actions.. of kgy ¢FltÈria and reviewed sample supporting frontline ¢ollÈagues to work evidence to eiisure our Internal control 58Fely from our offices,. supporting environment r¢fle¢t¢d the standard5 remaining collpague5 to work from set out ￿n our policy and guidance. home, and strong InlerDal pnyagèmgnt communication5 ro provi(Je clear dviee. To ensure our strategy remains rea51blo, we hèvo reviewed progress and re-scope¢J or re-pha5e¢J some commitments and Llecided not to pursue others before 2025. Despite the pandemic èa51ng, wo kiiow that the professlonals on our register remain under pre5suro due to fluctuating rates OF infectlon., the secondary Impacts ot the pandemic, such a% the backlog of elective trBatm¢nts.' long hospltal wailin9 tlrne5 and staffing lèvels. W8 will Dnfinue to Work wifh professional leader5 to understand how rhe settor Is recovering ond rnonitor the Impart ot our requiretnent5 to onsure that w¢ are not addlng avoldable pressure. To help SUPPOfr rhe workforce. we wlll trncour8ge professionals on our temporèfy Covld-)9 register to loin L)ur perrnaoeni register btrfore It clostss cn 30 September 2022, $hould they wlsh to do so. Covld-19 pandemlc MltlgalS•n Ih 2022-2023 In 2022-2023, w• wlll: bulld on ihe ImprovÈments rnadg In 2021-2022 so that w? proce55 cases rnore efficiently 8ntJ Close cases at rhè earliest appropriatè opportunity Increa58 our capacity at k•y $rag•s to In¢rease our ootput Our rlik m•nag•m•nt m•lurSly h•$ $19nlllr•ntly Impeo¥•d durlng 2Q21- 2022, wllh •ll dlt•ctorat•s abl• to O•mon•ti•t• th41 th•y ha¥•'. continue io build knowledge in the $È¢tor to reduce rhe number of Intyppropilate referrals wé reeeive Thr¢ugh these acrions we aim to reduce thtr caseload to a targ¥t of 5.000 by March 2023. r15k registers that ale overseen by risk COOfdlnot015 To ensure we can dèliver our objective5. we v4111 Cont￿nUe to support colleagues to e51ab115h hybrid w8ys of working thai enablè them to effectively Throughout tho year. we were reyular ertgagement with the responsive to the easing and tightenlng of re5trittions, supportin9 colleagues corporate risk ènd performance team to returri to the offices should they about directorate and corporète risks wish. We also disbanded our Gold oversl9ht of technology risks fTom ènd Silver command structures as the Chief Information Qfficer bu5ines5 during the pandemie bocame normali5ed. better consideration of rnanagement controls. ioo Annual Report A￿OUnts1202l-1023 Annual gOVèTnan¢E sIAipffi•DI Managing economlc. political and climate challenges in maternity safety Other ongoing Independent investigations Iincluding t Eè5t Kent and at Nottin9hèml ar9 likely to identify safety risk5 Ir) maternity care and, once they are known. we will nee%Y to carefully consider the Implications for our regulation ot midwives. capacity gaps in our workfoice In 6T￿5 mltlg4llon Ir* 2022-202J such as fitness to practise, human resources. rechnology services and legal We expect th15 trend to coniinuo Into 2022-2023. To ensure we are able to influence forrrt5 to OllT legislation as effectively a5 possible, w8 will continve to en9age proactively Wllh the Department of Health and Social Care and work closely with our 5takeholdÈrs to Sdentify the changes we want to rnake. Like all Ofganisations, we are operbting In a difficult environmeni with many factor5 to consider. Infl&tion is at Its highesr tor many years.. the impact of the pandemic on the global supply chain.- and the conflict in Ukraine threatens fts()d sypplie5 and ener9y supply ènd heightens the threai of cybei-bttacks. We a150 need tts play our part In rninirnisin9 and miriyatlng the clim4te emergency. Mltlgation In 2022-2025 We will laurich Dur new People Plèn In the flrst halt of 2022-2023, whieh wlll address $lgnlflcant areas relating to We continue io tnanage uncèrtainties. both fecruittnent and retention. such a5 such as dependÉncies Wlth other r8ward. progre5510n. and development major Internèl prograrnrne5 (such as over the nO￿t three years. modernisin9 our iochnology sorvit•5) and engagement and communi¢ations with stakeholders thfou9h detailed plènTTln9 that Involves subject matter gxpert5 from aLross the organisaiion. A piogramme board Pfovidos ovÈr5ight of the derailed planning and our Dew Change Board will provi¢Je expertise to rnanage depondoncie5 acr055 all our Mltlgotlon In 2022-2013 Our curT8nt assessment 15 that our midwifery Standards of profi¢iency èppropriately address the skills and knowledge deficit5 in relation lo midwifery Identilied In the Ockendpn report. Followin9 the publication ()f Ihp East Kent and Nottingham reports we wlll ¢omm15$1on a turthef @xternal, independent review of our sièndards. We will continuo to be creatlve In how we attract now talent. Such )$ using flekible workino to attracl Poople Irorn across Ihe UK". creatin9 ralent pools ftom good candidat&s who have alroady applied, and rnproving the candidate expgriencg. We have reviÉ>wed our workforce pl&ns for 2022-2023 ro ensurg thai we have phased our reciultment throu9houi the year, Mlll9¥tion 101 2022-202J We have accounted for extra costs within Our plan and budgpt tor W8 will wrsr¢ ro 811 midwives on oyr re9i$¢er to ask them to confirm through revalid¢ltion that they havÈ considgred tho midwifery stan￿ardS of proliciency have IdonlifieLI any dellciencie5 In knowledge and skills 10 be addres58d through continuing profe5sionol We havo un¢Yorfaken simularion testing development. nd up¢Jaied our cyber securlty precaution5. We will tommission an IndepenrJÈnt rtvigw of cyb8r 5?cuiIty durin9 2022-2023, 2022-2023. For maior prograrnrnes and proiec¢s. we will release fundin9 In phasas Jnd keep bu¢Jgets under contlnual review, Technology We wlll also tocus on retention, ¢nsuring that talented colloa9ues are supported to develop and pro9r8ss ttteir careers wifh u5. Wo Eontinue to Improve our technology to deliver tools thot will In¢rea5e the ¥fficlency and productivity of colleagues. Whlle we dellver significant technology change programmes, we tolerate 8 number of risks related to U51ng legacy systems, buildin9 capability and capécity for the future, and tnandgln9 Ihe dual running of system5 while we salely migrate 8¢r0$5 our core proee$5es To a551St 115. In 2021-2022 we recrulted a Chiel InfL>rmatlOTI Olfic8r to provide leadership. speciallst knowledgg and over%i9ht of our technology improvement prograrnme and technology services. We will explore how we can 9&t bettei Inslght direcriy froFn rnidwifery 51udÈnts to Inform our quality a55uraTrce and Insighl. We continue to monltor rho e¥fErnol environment and will adiu5t as requirèd. Regulatory reform We wlll continue to work In partnership wirh other regulators and system leader5 to support Iinprovemenis In maternlty Sgtvieos More tviodern and flexiblE log151alion wlll enable u5 to Owliver proportlonatg and 5ater regulation tor the public and better supporr Ihe profe551onals on our register. D￿rIng 2021-2022 we onlinued our preparation5 for reform by responding to the Government's consultatlon and undertaking dEt6iled planning about the scale of what will be required. We continue lo rnanage uncertainty within Ihe tiffleline5 for retorrn as lh8 DÈparlffleTht ofr Health ond Socièl Care Set these and subiect tts change within the contèxt ot the wider prDgramrne. Concerns relating to maternlty care Recrultment and retentlon YhÈ O¢kÈnden report, published In March 2022. ha5 highlighted syslemic weèkne55es In tnaternity care. Although it did not make specific recommendations fur us to addres5. we have ourselves Identified learning whlth can help Support Improvements ConfideTice ha5 grown across the labour market, with people more willing to mov¢ jobs now that restriction5 have eased. This ha5 led to challenges ro attract and retain talent and led to We expect to carry thi5 risk for a number ot yÈar5 while we deliver multi-yÈar programmes to Irnpfove our tèchnology InfrastruciuFe-. delivèr new hardwarÈ, rernove legacy systems 102 Anllual fleDOlt and Accounts I ￿21_?022 Anii441 governance slaieM•ni 103 (WISER and cd5e management system),. update our data capabilitie5 and capacity, and deliver technology that will suppoit regulatory reform. Whistleblowing policy and guldance, share examples of when It might be appropriate to ra15e concerns, and outline what action5 they could expect to be taken a5 a result. d seriousness with which we ar• tackllng these Issue5. As derailed In Ihe performance r&view sectlon of our Annual Report, during 2021- 2022 we 3150 rook forwèrLI other work to strengthen our approach to EDI which Is captured in our revise¢J EDI Plan 2021-2025 {pub1ished In NovefTiber 20211. Our detailed EDI Plari will be publish8d in summer 2022. We providÉ safE9uarding training to Ensure colleagues understand our safeguarding policy ano kDOW how to use It. Our safe9uarding training 15 mandatory for all new slarters and a refresher course must be complereL* by èll colleè9uÈs evefy two years. For 2021-2022, our completion fate 15 87 percent. We held awarÈness raisiny and briefing S05S10n5 ITI OUT Professional Regulation Difectarate which deals directly wifh those on our An allegation that the organisation reg15fer and the public In relallon to Wa5 not aporopriately managing regulatory matters. We also cèrried reporfs of potential bullylng and out workshops Wlth a ¢ross-5È¢tion haros5rnent A rÈvlÈw was overseen of tolleague5 Its bettèr understand by the Chèir tst Audlt Committee and and tnltigJt0 r15ks In uur safeguarding lead Auflil Committee member and policie5 and proces5e5. thls rnatler has ntsw been conclude¢. The Chair of Audit Corrmitiee aiid the lead Audlt Ctsmrritt¢e rnomber were content with the oufcotne MltlgaEIDn rot 202?-2025 The Audit Commlttee receives a report on whistleblowing Bt every rneeting Ther8 were threÈ occasions when people us6d rhe Whistleblowing policy to raise concerns In 2021-2022 12020-2021.. zero). Of the concerns raised In 2021-2022. one was ftsund to be a complaint rather than whistleblowin9 Issue and wa5 progfessed In accordance with otsr corporate complaints proce55. Tha other two are described below.. WÈ will cornm15sion a second independèni review of our Modern15ation of Technology Servi¢es prograrnffle to suppori the third malor phase ot rhe progrèmme. We will commission an Independeni reviow Ot our cyber securlty. We w111 continue to Invest In Irnprovin9 our i&chnology by dèlivering our two niaiof rechnology prr)grammes. A concern rhai 50rne Fitnes& to Practise panel members were being discriminared againsr on the basis ot their r4ce.' and thai some pantrl members and lfygal assessors lacke¢J Integrlty and work othic. Follow-up discussion& took place wifh rhe person who ra15e¢J Ihe concern 8nO, although they did not W15h ro raisÈ a loimal complaint, they asked us to consider what mor• could be done to create a more Incluslve culture and an environment with 2Ero tolerance tor racism, Thi5 h¢lped Inform a ran9e of work we were doing to strengthen our approach fo EDI. This Inc￿ude￿ asking all NMC-6ppoinied pane members anLI legal as5essurs to lake pari In an EDI survey to gather feedback on rhoir experiences Through th15 work we identified s¢vÈral areas for Improvernent. including the neetj to provide tnore extÈnsive EDI trainin9 and to Increase v151biliry and awarene55 on how ro ra15e a concern. We developed an actlon plan which Is belng ovef5een by our Appointments Board. This plan wa5 5haiÈd with the person who raised the i55ues, who was pleased with the ri9our W• h•v• smpvo¥•d oui ••1•gu•rdlng •rranq•m•nti by.. We will be9in ro bull¢J In-house capability In data architecture Jnd IT developfflent tu build our own capacity and r8du¢¢ rellanc& on outside suppliers. embeddlng safeguardlng In our contracts foi services provided for Victim Support and Lay Advocaey Safeguarding and protectlng people Introducing b iriaging System In our Enquiries and Complaints leom 50 fhat $6feguardln9 concerns tan b8 escalaitrd and reported as aopropriate Public interest (whlstleblowing) We want to safeguard and protect trorn harm all who work wlth ()r come Into contaci with us Th15 Include$ our ¢011eé9ues. people who we corne Into contact wlth as pari of our regulatory processes and those we engage wllh. Our wh15fiebloviirig pollcy encourages colleègues anLI others who work for. or wlth us, to Speak up It they see somerhln9 wron9, Wo roviow the pollcy regularly and have continued to raise awarene55 of the policy and as$0¢5ated 9uidance by promoting 11 through thÈ Chief Executive and Registrar's weekly message and orttor Inrernal comrnunications. Improving the coordination ol safeguardin9 concerris betweèn rhe Public Suppoft Services team and orh¢r teams in our Professional Regulation Dirotfofale. Our Safeguarcling and Protecting Ptrople Irorn Harrri policy set5 gut our rp5ponsibiliiies and the actions colleagues should take It they Identity In 2021-2022, wè1ts99ed 62 safeguarding concerns. Wo refelred Safeguarding concern. Our policy is 22 of these cases ro loc41 avthorifies easily accessible and available on our and the police. We did nLIt fnake any website. The Council revlewed arid repott5 lo thÈ Charlty Con)m15sion approved an updatÈd policy In January or the Office of the Sctsttish Charity 2022 To support rhè policy. we have Regularor duTing 2021-2022. In May nderpinnin9 9uldancE and a standard 2022. we deemed one soteguarding operating procedure for employees to rollow. We report OFI the opertition of case serious enough to report to the Charity Cornm1551on. In line wlth our thp policy to Council regularly. obllgations 85 a registered charity. The Commission wa5 Sat15fied that the Council wa5 dÈaliTrg with the rnatter appropriately and responsibly In October 2021, w4 ran an Internal en9agefflent exercise a5 part of Speak Up month,. an Initialive In England lo promote the Importance ol whistleblowing and encouraging everyone ro 5pe4k up This was an opportunity to remind all our staff, wherever they are b65ed, èbout our 104 AnnMI Repoii Ac¢oiirtt512021 ?022 Ann¥•l rJo¥einanrg 5taiginonl 105 In the previous financial year (2020-2021) we had 52 sateguarding concerns. of which 20 referra15 wor to local authorities and the police, we also reported one case to the Charity Cornrn155ion. In 2019-2020 we had 14 safeguarding Concerns, Information governance and lapses In protective security 2021-1022 2020-2021 Maior Moderate 23 26 Since we adopred our Safèguarding policy in November 2018, WÈ have been raising awarene55 around safE9uarding through briefings and tnandatory training. which could Èxplain the Increased number of concern5 that we have1099ed. Mlnor 59 We continue to align our Informatlon security rnanagement to 150 27001. the International Information security 5landaid. T•i•l SF In 2021-2022 we reported one personal All potential conflirts of Interest are data breach to the Information subject to review by line manag&rs who Commissioner's Office (ICOI. It hos not will consult with appropflate expert taken any regulatory oclion In relation ollea9Ug5 where requlred. to the breach. Some ot our responses ro rhe toncerns Included the Involvemont of our Fitness to Pracrise Careline who helpeLJ to Pfovide the person with ppropriate suppuri, In other cases, we were sat15fied that tho porson ai risk already had supporr In place and we signposted them to an appropriate chariry tsr de¢idgd no further action as required by us. Incidents are reported. managed and inve5tlgaied in line with our Serious Event Rèpofting ISER) process Ihrou9h which learning and recommondati¢n5 for improvement are Identified. A 9ifts and h05Pltaliry policy Is in place lor Council members, Partner membars and colleagues, whieh supporrs 900 practice In this area. The policy is periodically reviewed fo ensure It rellects good Practice and was most recently revlewed approved by CouDciI In Novembei 2021. Regulaf reminders are Issued about the mporlance of adheriny to the pollcy A reg1Ster of all gift5 and hospitallty ecepled or declined 15 maintained. The table on the following page provldes a breakdown of the number of ￿nIor￿e¢lOn Security incidents In 2021-2022, with 2020-2021 figuros shown for comparative purposes. Of the 83 Information $0curity incidents recorded In 2021-2022. 54 (6S percentl were un8ufhor15ed i5closure of datè Idèl8 breache51, At Ilie start of the Covi(J-19 pandemlc. we had a tefflporary reduction in the volume ot fitness to practise casework, which will have contributed to tewer Incident5 In 2020-2021 compared to 2021-2022. Antl-fraud, bribery and corruption We ¢ompleted a quallty èssurènce review of our safeguarding rrangements which Idtntified tho nfyed for more support for our Dosignated Safeguarding Lead. We are treating a new Siraiegic Safreguarding Lead role that will help us embed our safe9uarding and duty ol care responsibilities and Implement the recommendations from our quality assurance review We have an Nmc-wide safBguar(Jing working group to help us Wlfh Improvements and monitor our safeguarding arran9ements. No In$rhnce5 Ot actual or $uspected Iraud, brlbery or corruption wore det¢¢ted In 2021-2022 12020-2021.. none). Anti-traud and bribery training 15 mandatory for all new employees. Refresher tralning 15 undertaken by all colloag¢Je5 every Iwo yeèr5. Modern slavery In February 2022 we updated our Anti-Fraud and Anti-8ribery ptslicy to reflect our values.. thi5 Wa5 endorsed by Executive Btsard and approved by Audit Comrnitttro. No modern 51avery Issues have been identified durlng tho voar to date 12020-2021.. none). In accordancÈ wlth the Modern Slavery Act 2015, we updated and published tsur Moderri Slavery statement In June 2022. In September 2021, we published our Personal ITlterest5 and Outsidè Appointments policy for colleagu85 which explains how we deal with conflicts of Interest. In February 2022, all NMC colleague5 were reouired to tnake a declaiaritsn, stating any Interests oulside the NMC. All colleagues have access to our modern slavery e-learning module, which raises awareness ènd understanding throughout the organisation. 106 Annu41 and Accounts l 2021-2022 Annual gtr¥ernarte siatemohi 107 Iwi¢￿71￿mI1￿Dz.3II14SI1￿8 We continue to embe¢J our procurement policy, which requlres s to rnake use of well-established narional framework agieÈments whwrever p05$1ble. Supplier5 on th9$0 trameworks have been subject to rigorou5 due diligence checks. In oddltion. we have our own supplier assijrance pFoc955 In place which reouires our Suppliers to provide intormation related to their Tnodern 51overy position and which Is risk as5e55ed 4ccording1y. During 202)-2022. wo conducted a SER Into a direct award of a Contract which was not compliant with the PbbliE Contracts Regulation$ 2015 ('the PCR.. the legislation applicable to U5 a$ a public sector body) or OUT own proeurement policy. Serious incident/ Internal audit notlfiable event annual opinion reporting 2021-2022 Issues which require reporting to the Chèrity Commission/OSCR are identified thrtsu¥h several routes. including the Serious Event RÈview policy and PfOeQSS, and Ihrough the Wh15tleblowillg,' Anti-Frau(J. Bribery nd CorfUPtion,' anLI Safe9uarding policie5 and proces5e5. In accordance with guidance from rhe Charily Commlssion ICC) and the Office of the 5coitish Charity Register repofl ony Inridents or n¥ar-misses where thlng5 have gone wrpng. These are InvÈstl93t¥d under our serious event5 review (SERI proce5$ rts Idenrily learning and t¢ put In place measures 10 prevent recurronce. Thèmes and learnlng from SERS are reported to the Executive B08rd and Audit Committee meetings overy six monrh5. During 2021-2022, total of 172 corporal? Incident5 and near-rr1s505 w¢re repoited (2020-202)., 1421. L)nL*er our Incident reportin9 process. we distinguish botween dverse Incident5 IA151 and serious ovents ISES) based ori thè severity of the incident. The rirtumsrances leading u5 to tho direct award have been thoroughly Investl9ated Thtr SER was corlipleted in November 2021 and from that learning we have produced an ttion plan to prevent a recurrence. Our Iiiternal auditors liave undertaken an audit to en5Ufg these actions have been appropriately Implemented. They reported on this rovievi at the June Audit Cominittee and toncluded rhat Lhe actions taken were the right c)nes In rel8tion to Ttthnology Servlces bul that the lessons learnt could be applied more broadly In the procurernenr plan. We blso ensured that tho Nalional Audil Office and HW Fisher LLP, our o¥ternal auditors, were Informed of our decision and the rea50n5 why we direcriy awarded the contract. Thi5 wa5 part of rouiine Communication rather than Seeking any explicit assurance of our approach. There have been no serious Incidenr5 or notiflable ev8nls to raise with the char￿tY Cornmis510n or OSCR In 202)- 2022 (2020-202).. one). In May 2022, w* Informed the Charify Comrni55i0n of one serious Incident arislng from 5ofe9uard￿￿g mottÈr The Commission WOS Safi5fied that the Council wès d¥alln9 Wlth the matter appropiiately an¢S responsibly. Incidents are cla55ified a5 Als when they have a minimal impacl on our organ156tion and our work. although they still provlde valuable learning tor us. We classify a5 SE5 incidents that Impact, actually or potentia￿ly. mtsre seriously on our organisation and our work. Of rhe 172 curporat¢ incident5 reported In 2021-2022. 54 were classified as SES 12020-2021.. 52). while the rernainlng 118 were Al$ <2020-2021" 90). We hav¢ continued to make change5 and Improvetnents as a result of learning from ¢omplaints. including strengthening process and managerial oversight. We are embeddin9 changes to the SER process ro support sharin9 of learning a¢fOSS Lhe organisation. IOB Annual Repoit •no A¢coynts12021-2022 Annual yoveFn&nEe 513tothpiii 109 The Head of Internal Audit's annual opinion is that.. 'The organi5Jlion has an ad•quate and •fl•ctlve liam•work for r15k manag•m•nt. 9ovgrn•nc• and Intornal tontrol. However, our work hai Identlfled further *nhanc•m•nts to the IrJm•work of rlsk manJg*m•nt. governanc• and Int•fnol control t• ¢nsur• ¢ha¢ It remalns ad•gu•t• and e￿CtlY*., Overall assessment of effectiveness of governance and assurance As Chair of the Council and Accounting Overall, we consider that there is Officer. we have rèvièwod the reasonable assurance that there are effactiveness of 9overnance. risk •dequate arrangements In place for management and Internal controls. governance, risk mana9emont and Control. We recognlse the need to addTe55 and strengthen our conrrols In relation to our Learning 4nd Development and Retention proce55e5, nd to maintain a high level of scrutlny over the recovery tsl our fitness to practise caseload and the progresslon of the Modernisation of Technology Servlcgs prograrnrne, 07 In reaching our as5essrn8nt. we have relled upon a range of evidence, Including the opinion and report of the Head of Internal Audit, Ihe corporate assessment of the quallty of controls and a55urance In place In d￿reCtorates. and the annu81 review of the effectiveness of risk manogement. We have also relied on the Opinion and Audit Findings Report ol our external 8ULlitors.' and the Audit Completion Report and Management Lgrt•r tsf the National AUd￿t Office. Independent auditor's report to the trustees of the Nursing and Midwifery Council Slr'tr•¥YIWirr•n Ch8ir ,￿uil£ll1t• Chief Executive and Registrar 01 )￿lY lQ12 08 July 2012 Annual Report and Accoun1512021-2022 Opinion Basis for opinion Other Information Matters on which we are required to report by exceptlon We have audited the flnancial 5taiefnonts of the Nurslng and Midwifery Council (the 'charity'l for the year ended 31 March 2022 which omprise tlit staL&ment of financial artivlties. Ihe bélance sheet. the statement of ca$h flows ènd the notes to Ihe financièl statements, including sigDificaDt accounting policies. The financial reportin9 framework that ha5 been applifyd In their preparation 15 applicable law and United Kingdom Accounting standards. Including FRS 102 The F￿nancIal Reporting standard applicable In the UK and Republic of Irelan(S (United Kingdom Generally Accepted Accountlng Pr)cti¢e). We conducted our Èudit In accordance wlth International srandards on Auditing (UK) {ISAs IUKII and applicable ￿0W. Our re5POn51bilitie$ under those standard5 are further described In the Audiror's responsibllities for Ihe audit of the flnanclal statements section of our report Wè are IndepÈn(Jent ot rhe harity In accordance with thè ethlcal reqvlremÈnts that are relev3ni LO audit of the linancial statomtnts in the UK. Including the FRC'5 Ethical Slandard, ancl we have fulfilled our orher ethical responsibilities in accorLlance with these requlrern8nt$. We believe that the audit eviLlence *¢ have obtained Is suffici¢ni and approprlate to provid• a basis tor In our opinSon, th8 Iinanclal 5tatementS.' Ouf opinion. The other Informatlon ¢ornprlses th8 information included In the annual report other than the financial 5tatement5 and our auditor'5 report thereon. rhe rfUStees are responsib19 for the other Inforfflation contained withln the annual ieport, Our oplnlon on the financial $tatements doe5 not cover the other information 6nd w& do not éxprtrss any form of as5uronce conclusion therÈon. Our responslbility Is to road rhe other Iriformation Jnd. In olng so. con5idpr whether the other Information is mal8rially incon5iStent with the flnancial 5tatefnents or our knowledge obtained in rhe course of the audir. or otherwise appears to be materially rnlsstatgd. If we Identify $ueh mar¢rial inconsisr•ncles or apparent material mi55tatgrnents, w8 ar8 required to determine whether th15 91ve5 rise to è fflaterial misstatement in tl)e financial statements th8mstlvas. If, based on the work we have pefformed, we conclude that there15 material mlssiatement of this other Information, we arE requiied ro report that F8¢t. We have nothing to reporr in r¢spÈct of the followirig matiers in relatitsn to which rhe ChaririÈs IA¢¢oynts and Reports) Regul4tions 2008 and the Ch6rities Accounts (Scotland) Regulation5 2006 (as amendod) re4uirÈ u5 to report to you if, in our opinlon.. the inform8tion given in the financial statements 1$ Inctsn515tent In any materi81 re$pect with the trustees. report.. or sufficlenl and proper a¢¢ountlng records have not been kept,. or give a true and laif view of the state OF the tharity's aff8irs as at 31 March Concl u slons 2022 and ol Its Incoming resources nd applitation of resource5. tor the yaar th8n ended., the financial st8tem•nt5 ar• rntst in è9reem4nt with thp acctsunting r¢rord$, or relating to going concern have been properly prepared ID accordanco with United Kin9dom Generally Accepted Accountlng PracticÈ', ènd wg have not rec&ived all the information and oxplanation5 W• requlre tor our audir. In auditing rhe fin&n¢ial statements, we have concluded that the tru5tees' of tlie going concern basis of accountlng In the preparat10n of the rinan¢ihl statoments is appropriate. have been pTepèr¢d in accorclance wlth tlie requirements of the Charille5 Act 2011, rhe Charities an¢Y Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charitle5 Accounts Iscotlèndl Regulations 2006 la5amendedl. We have nolhlng to report In thls regard. 8ased on the work we have performpLI, we have not identified any material unceriainries relating to evenis or conditions Ihal. Individually or ¢ollÈctively. may cast significant doubt on the charity's ability to continue a5 a going concern for a period of at least twelve months from when the financial statements are authorised for i55ue. Our respon51bllities and the responsibllilies ol rhe trustees with respect to goiny concern are described in the relevant sectlOn5 Qf this report. Annual Rèptsrt and ￿cOUnt512021-2o22 Inu•pBnopnt auillLQ¢'5 Iqoori 10 Iho tru51*8$ ol Ntsrsing •na Mift to thÈ trUsiee5 ol Nur&ng and Mi¢¥¥ilery Codncil *opxr%715ty411tsP•*•ZIIOII01• l also obtoined an understandSng ol the Nursing and Midwifery Council's framework ol authority as well os Olhef legal and regulatory frameworks In which the Nursing and Midwifery Council oporaie5. focusing on those law5 and regulations that had a direct èffoct on material arTr)unts and disclosures in the financial statemènts or ihot had a fundamental effect on the operations OF the Nursing and Midwifeiy Council. Th¢ kgy lows and regulations I considered In ihis context Included the Nursin9 and Midwifgry Ordet 2001. the Charitie5 Act 2011. the Chérities (Accounts and R•ports) Regulation5 2008. the Char111•5 Accounrs Iscotlandl Regulation$ 2006, the Charltie5 and Trustee Investment {S¢otlandl Act 2005. Te5tino key Income lines. ￿n particular cut.off, for eviden¢• of managern8nt bias. A turther description of my r*5ponslbilltie5 for th• audit of the Ilnancial 5tatement5 is located on the Finaritial Reporring Council's website at". www.lic.ofg.uk/ *udltotsr•5ponilbllltl•J. Th15 dèscription forms part ol rny eerlilicate. Assessing the validity of the da$sification ol income. expendltur•. assets and liabilities between nrestricted and restrtcte(I fund5. P¢rtoiming a physical vertfication ol key 495et5. l am r•ouired to obr•in eviflence svfficient to reasonable assurance that the IncoTne and e¥penditur¢ r•ported in the financiol statÈment5 have been applied lo thg purposes intended by Parliament and the financol transaction5 conform to the 4JUthoiil1g5 which govern th•rn. Obtain+ng third-party confirmatlo ol matèrial bank and investm¢nt Docum•n¢ifbP ond vgrlfying all 51gnilSc)nt related party bal)nc•s nd transactions. Revlèwlng docutnentatlon sueh ai the chority boarcj minutes for dlscussion5 Ot Irrègularities Includlng Iraud. Report Th• k•y procedure5 1 und•rtook to detect irregularities Including li•ud duling the cours• of the au¢Jil IDclud•d'. I hove no ob58rvatlons to rnako on these financiFJl statèments. Idgntilyln9 and testln9 ioufn•l •ntries and the overall accounting r•cord5. In particular th059 that w•r• significant and unusual. In addr•ssin9 my assuronce ov•r r•9ularily. con$M10rin9 any spec￿1 payment5 made ill yeai, any oflpayroll attangements, revi•w ol Council and Audit Commiltee papgrs ènd mlnute5 and an overall cornparbtlvo revlew of current yeji to prior y¢ar. 12 July 2022 Reviewin9 the financial slotem•ni disclosures and det¢rmin*ng whgfher accounting policies havg b•gn •pproprlately applied. a•r•th D•vh* Comptroller and Audltor General Nationol Audit Offit• 157-197 Buckingham Paloc• Road Vlctorki London SWIW 9SP Owing to ¢h• Inherent Ilmi¢atlon5 of an èuijit. there Is an unavoidabl• risk fhat I mjy not have detected some materièl m1551atemenis In the rinoncial st•tements e￿n thouoh I have properly plannod and performed my audlt In accor(Jance with auditlng standar(Js, The primary responsibility for the prgvention ènd cJeteLtion of iriegulorlties and frauLI rests with tho truste9$ of the charity. Rgv19wing and challeng*ng the Jssumptions and iudgement5 Used by mhnhgement in their $ignilic8nt accounting estimates. In partlcular sn relbiion to the dellned benefit pension obligatity) ond the par)olll$t provl$ion. Assessing the extent ol compliance. oi lock ot, wilh the rolovonl laws and regulation5. 122 R•oort and A¢¢TrJnts I X121.2022 Ind•g•ryd•nt •udirov¥v•0th7t 10 th• tr￿e* af ihè Nufiin• •no MIOWil•ry Co4Jncil 123 OllpJGwEn¥vbplD.Obf6FXfy715U11tW0146214&11CI*JB 10 Financial statements for the year ended 31 | Marcth 2022 124 Annual Report and Accounts | 2021-2022 Statement of flnancl?I a¢tlvltle5 for th• ygaf •nd•d 31 March 2022 All funds brought and carried forward are unrestricted In the current and previous finaneial years. All activities reflected in the two periods on the previou5 page wÈre derived from continuing operarion5. All recognised 9ains and losses dre Included In tho statement tsn the previous pa9e. 'Net income for the year Ènded 31 March 2021 has been adjusted to Include gains on Investrnents. which were previously reported aftei net ncome The net movement in funds remains unchanged. Noto £'ooo É'ooo £'ooo I É'ooo É'ooo E'OOO The notes on pages 132-163 form part of these accounts. Fees 96,74Y 96,787 90.778 90.778 Grants 2.609 2,609 Oth•T In¢om* 79 676 676 Total 96.866 2.609 99.471 91.454 Inwstment Income.. 923 923 $51 Tol•l In£om• 97.789 2,609 I¢¢o.Jg8 92,005 92,005 Raising luh(55 (40) (40) (2,609) (92.774) (81,520) 181.520) Total (90.32ZI (2.609) (92,931) (91,560) N•t InGom• 7,467 ?.417 10,445 10.445 Gain on Invèstm•nt$ 14 1.024 1,024 8.491 8,491 11,$70 oth•r v•¢ognl••4 #•ITr￿{lOo1•l)'. dofined bgnefit pen51on 5chemo 055el ceiling adlu5tment 19 (1,453) N•t mpv•m•Trt ITr funds 7.038 7,038 11,7d6 Total tunds brought forward 69.273 19,275 57.527 57.527 T•t•l funds •rrl•d lorward 76.311 78.511 69,27J 69,273 126 Annual Report and Ac¢ovn1512021-2022 F￿nancIèl statements for the year endèd 31 March 202 127 Balancg shèet as ai Ji March 2022 ASai 11 Pl•i¢h 2022 Asat 51 Mar<* 2021" Statèm8ni ol ash flows lor the y•Jr onde Jl Mafeh 2022 Yèar ended 31 Mai¢h 2022 Y•¥1 •nd•41 Jl March 1021 NLTrto £'ooo I È'ooo Noto £'ooo E'OOO Flx•d Mi•ts'. C•ihlltsws from op•Mtlh• a¢tlvlll•i 10,515 10,881 N•t ¢aih provld•d by 8.517 1.039 Tan9ible èssets 16.849 iThve51men15 32,856 Cw4h Ilowi Irom lTh¥•*lln• •¢tl¥lll•• Tut4 Ilx•d 61.516 59.011 bank dep051t5 233 Jss Cbsh Investment- lon9-tgrm d8poslt5 Cb$h Investment fixed Js5ol IDvosim¢nt$ (19.763) <7,9261 Debtors 3.306 4.022 Invobtrnwnts 14 48.125 28,362 14 <30,000> Cash at bank In hènd 39,550 Purchèse ol property, iant and equipment <6,4561 (4,464) 73.312 71,•$4 N•t cash ui•d lfi <25,901) <42.031) CTeoitois'. amoynt5 lalling du4 wilhln on• y••1 16 156.4?5) C*•n•• In eaih and ¢•ih •qulv•l•nts In th• i•portln9 P•flod (55,175) (5•.425) (17,0•91 (36.0•6) 15,SQ9 79,655 ?4.S20 Caih ¢••h •q¥lv•l•nts •t th• b•g1nrt1￿tr ol th• y••f J•.sso 70,541 ¢1odlt015.' amounts falllng du• attor mor• than on¢ y¥8 (76) C•ih ta*h 21,4•1 3•.ISO 11,26B) •nd ol th• y•Dr Il•t •iwli •xcludlTrg p•￿019￿ Il•blllty 76,511 72.42• 19 76,511 •.275 Th• fvndi ol th• FIMC ullr•iLrl¢t•d luffldi 71.311 19.27J 76,511 69,275 'Softwor0 and IT projects have been reclassified as intangible fixed assots lor both 2022 and 2021. Total fixed assets remains unchanged Current asset investments and cash at bank nd In hand havÈ been reanaly5ed for the year ended 31 March 2021. Total current assets remains unchanged. The notes on pages 132-163 form part of these aE¢ounts. Slr Davld W•ri•n Chair Andr•o Sut¢llff• ChiÈf Executive and Re9lStrar 08 july ZD22 128 Annual ReporL?na ACc￿nIs12021-?O?? FlnarKlal 51aieffjfjrtls ltsr the yeai ended 31 Marrh 2022 129 Reconelll8tlon ol n•t Income to cash flow trom operating a¢tlvrlie5 Y••r •fid•d Jl March 2022 Yqar •n4• 31 Ilavch ?Qll AAalysffis ol cash and cash equlvbl*nis Y•ai ¢riJ•d Y1 Waich >0>? Y1 Matct7 1021 £'ooo f'ooo É'OOD e'ooo Net income from the reportin9 pofiod (as p¢r tho 51atemenr of financial aclivilies) 8.491 11.570 Cash at bank in hand 20,874 13.668 Short-tèrm investments Intsiè5t parnell from bank dèpDSIts (2331 1.007 (3551 25,882 OIvidendS and Ifitpfest earned In Our hx4d investment poitlollo 5•.550 16901 Goin on Investmènts (1,024) In èccordance wlth the Charities SORP, FRS 102.. In note 14, Investments wlth maturities ol between three and twelve rnonths hbve been cl3ssitied a5 5hort.teim Investments. Inw51menr manjgomonl chaige do Depioclation and amoft15ation cha¢g•s In rhe balance sheer, cash at bank nLI in hand means bank accounts with ￿nStant access or Irive5trnents maturing within three month5 or the balance sheet date. Investments with rnaturitie5 of between three and twelve monrhs are classified a$ current asset Invostmenls. 5.508 3,273 Loss on •ouipmont d15po¥I Tho NMC does not hold any physicol cash. Flx•d •1s•1• Retir&ment benefit5 are providèd by a delined bènefit scheme and defined contribution scheme. Payments are made to pension Irtssls, whi¢h arg financially separate from the NMC Expfrndlture Is only capiralised where tho cost of the asset or 9roup ot assets cquired exceeds E5,000. DEpr?ciation /amortlsation is provided on I￿X£d a$5et5 to write Ihem down to a nominal value of £1 over fheir e5llmated usof¢Jl Ilves In equal Insta1rnents as follows.. n) Flrbanclal Initiumtrnl$ The definod benollt Scheme was ¢105ed to Fulur¢ atcrual OF benefits with effÈcl from l July 2021. Ther¢ 15 recovery plan In place io ensuFe that the Scheme funding level will Teach 100 peicenr, based on current actuarlal assumptions. by 31 March 2026. The rnovement In rrorket values durlng B&51c flnancial Instruments ar• Initially the year for assets held at rhe year end recogn15ed al Iran5aition value and Is eroditcd or charged to the Statement subsèquently measured al èmoitised tsf financial activitie5 based on the cost. Financial asseis held at amortised rnarket valu¢ ar the year &nd. cosr conslst ol ¢a5h balances, investments, trade and other dpbtors. Current 8$5ef investments rtre InvestinEnt5 In the stock maiket are invÈstments with maturit1È5 01 between held al market value. Financial liabl1￿tIeS thiee and twelve months. held al èmoriistd ¢05t comprise trade eredltois, other Creditors and accruals. Ltsng L*aS¢MOI¢J PremiSè$- 23 Poytland p￿Ce 50 ye•rs The differ¢n¢tr between the market valtse of the a$5ets of the pension fund and the present value of ècrrued pÈn51on liabilities Is shown as an a55et or liability on the balance shtyet, except that an assei Is only rero9n15ed where the Charify has an unconditional ri9ht to that 5urplu5. As rhe NMC d095 of have an unconditional right to surplus, an asset ceiling adjustment has beEn applied to brlng the net position Dn the balance sheet to nll, with the oiri¢p fil our and relurblshmffnl l•a5• or itte useful ecunumic Illo of 10 yEatg 3-5 years Soirwaie 3-5 ygèfs Equipfflent 3-5 years 134 Reoort and Ae¢llynts12027-2022 Flndfi4ial xaiemenis 101 1116 Vèhr pnrteo 51 Mnycty 2 135 ID EEIOF1¢ts71¥UIIWD24J114J110AQ 2 Fee Income 4 Analysls of expenditure on raising funds Y•4r •nd•d 51 March 2022 Y••i •nd•d Jl March 2021 É'ooo | 89.F49 É'ooo YO•1 •nd•d 51 M•tch ?022 Y••r •nd• 51 M•rch ?O?I 86.901 Other fo4$ paid by reg1Str6nts 7,038 3.877 E'OOO É'ooo 98.787 •0,778 Inytstment maDag¢mtnt charge do 3 Investment, grant and other Income Y•ttr 31 M•rch 2022 Sl M•rch 2021 'ooo 'ooo 1nt•rest FJrh•d liom bank deposlts 23J 355 Dividendi ond Interest eartwd In our Ixed 690 196 Iriw•iM•nt Incom• 925 Grani In¢om• 2.609 Other Income 79 676 1,227 É2.609 Tnilllon grant income was £0.062 mlllion of other income was received from the Oepartment of recoived under a contract with the Health and Social Care tor work Department of Health and Social Care undertaken by the NMC to increa58 for work underièken by the NMC ro rhe speed of processing or set up a temporary register to support international applications to join the nursing resources in response to the register (2020-2021.. É nil). £2.4 rnillion Coronavirus p4ndemic 12020-2021.. of thi5 fundin9 Was pa55ed dlreclly to £0.676 million). the test centres providing the tests for international applicants. 137 136 Annual Repoit A¢cO￿nIs1202l-2o2? F nancial 5taiwnents lor the year endeo 31 March 202? OllpJSvEr•lD t*BFZGLLY15uII￿D￿3l2l4a110IOè 5 Analysis of expendlture on charitable activltles Standavds pioffloti a#d pollcy Edtsc•tlo Il•lnt•lnlng Comms aTrd publbc en9agomen¢ Tot•1 2021-2022 Year èndèd 31 March 2022 É'ooo É'ooo £'ooo É'ooo E'OOO £'ooo Aciivlllw und•rtJk•n dli•ctly Employ•• C05t5 4,730 889 5.757 26.864 2,408 40,648 Oth*r costs 1.750 42 2.520 597 20,420 Employèè ¢osts 150 1,980 8.302 583 Other cos15 1,592 208 2.735 B05 Tvt 9,224 1,289 12.992 $4.171 4,595 02,774 £2.609 million ol tho expenditure on acrivities undertaken dire¢riy rolat85 to r8siricted grant income receiveLI from the Deparrment of Health and Social Cai? for work undertaken by the NMC to increase the spoed of processln9 of Inteinational applications to loin th• re9lSter (2020-2021.. £ nll). £2.4 mllllon of this fun¢ing was passed ¢lro¢tly to the t?sr centr8S providlng the test5 for International applicants. Jt•nd4idi PMrn•tlon Ptsllcy tt•v•lopm•ni Itdu¢•tlo M•lnt41ni Comffli •n publlc •n••g•m•nt 2010-3021 Y••1 •nd•d 51 M•r¢h 2021 £'ooo É'ooo £'ooo £'ovo E'OOO £'ooo Arti￿*1•1 ¥nd•it4*•m dlp•¢iiy Employee costs 3.902 890 5.479 24.313 2.010 36.594 Othèi cost5 581 1.765 103 10,395 598 13.432 Support ￿￿tI Employ<0 c05t$ 579 309 2,838 9,748 6S6 14.130 Olhei c05tS 619 330 3,OJ3 12.682 701 17,364 Yotal 5,601 3,294 11,452 57,15• J.•ss 81,5?0 In order to aid compari50n with the 31 March 2022 figures, whlch reflect the NMC'S new structu￿. the figures above have been reanalyseLI. Thi5 has resulterl in £2.2 million expenditure bein9 transferred from Fitne55 to pract15e to Standards prornotion and policy development for the year ended 31 March 2021. 138 Annugl Rerorf and AeCovnts12921-2022 Flnanciol 5t•iemenis for rhe yoar *tiilÉd 31 March 2022 139 DovJSb>iEn￿￿ID ee16FXty71SH11￿AIo￿4¢2I4Sl•cth1è 6 Analysis of support costs stand•rdi promotlon nd policy d•¥elopm4nt Edtsc4tlon M*lntalnln9 Commi ahd PUbll¢ eDga•¢nl¢rtl Tot•1 2021-2022 Year *nd¢d 31 March 2022 £'ooo È'ooo 30 392 4,366 .134 Finance Procutemeni 298 39 512 2.149 3.149 HR 438 57 753 3,IS7 22 4.627 ICT 943 1,620 6,794 9.957 Govoinan¢• 461 60 793 3.322 233 4.869 Legal 125 18 212 807 62 1,300 D•pr•eiatlon 522 896 5.757 263 5.506 Pension Adlustm4nt (463) 12.B44) %.744 J$¢ 4.715 22.495 $thnd•vdi piomollo and poltcw d¥v¥lypni•nt Comrn• •n4 Tot•1 2020-20k) tduc•llo Y•ar end•d 31 March 2027 É'ooo 'ooo 4.974 Finance and Piocur•ment l34 654 2.24S 3,255 HR 91 838 2.877 4,170 422 225 2,068 7.105 47 10.298 fjovornance 189 928 3.190 4.623 Le9al 47 25 230 789 53 Dqprèciation 134 72 657 2.2SB 3.273 pènsion Adju5tmen¢ (491 1243) 1,190 5,•70 11.450 1.557 Jl,494 140 Annual Report ACCOunts12021-2022 Fillallcial 5t•t*ments for the ye81 eDdod 31 Maich 2022 OpwWErwiwJlD JÈEIF2C￿llSmY1LLAIOZ4a2ll5•Io￿B 7 Governance costs 8 Total resources expended by cost category The breakdown of governance costs (included within support C05t5) is.. Y•ai •nd•d 31 Maich 2013 Y•ai •nd•d 51 2021 Y•Br •n4•d 31 March 2012 31 March 2071 E'ooo £'ooo 'ooo £'ooo 5alaiie5 and a%$o¢i•ted costs Council membeis, allowon¢è5. national In5uran¢•, 5U.724 300 288 14.602 9,794 AudI1015' remunètatiorn for audit servicws,. W F15her LLP IT d¢vol¢pmont and 5￿pPort 46 24 4.707 d.477 Piofe$$lonal fee5 Audltors. remunèiati¢rn for audlt servlc*s-. NAO 7.169 5,082 Rent paya￿¢ othce leas•s Protessional StandJr¢J5 Authority annual l*¢ 2,290 1.982 1,979 1.902 Oth&r prwn1545 COSIS 1.888 1,970 2.524 2.402 Oth¥i employ￿-1•Iat•d ¢051 1.464 1.109 4,•69 4.125 Quality th$5uFance ol educatlon 1,258 Of the £17k NAO audlt fee for the year ended 31 March 2022. £3k relates to an addIt￿onal fee for the 2021 audit that Wa5 not accrued in th¢ prlor ygar. Dop1•¢5•11oD and amortlsjtlon 5.508 3,273 Prlniing. p05ta9o and $taiionqry 228 Finafjce and InsurJn¢o' CQSt5 835 802 c[￿nCIl and committ•• ¢0515 265 561 Tot41 •2,•Jl Exp•ndltuf• on coniul¢•ii¢y Con5ultatbcy may Include the identitication of options with recommendations, or assistance with (but not the delivery of) the implementation of solutions. On this basis ¢on5ultancy costs have been identified as below. These costs are Included mainly in the Professional fogs category, and a150 In the IT development and support cateoory. The definition of conskJltan¢y 45 the provislon to management of obiectlve advice relarin9 to strategy, 5tructur8 management or operation5 of an organisation, In pursuit of Its purposgs and objectives. Such advice wlll be provided outside the 'business-as- usual. environment when In-house skills ère not available and will be time-limited. Y•ar •nd• 31 14•i¢h 2012 Y•af •nd•d 31 March 2021 E'OOO £'ooo Consultancy 77S 979 142 Annual Report and Ac¢ovnt¥12021-2022 Financial %tètem*nts foi the year ended 31 Mafth 202 145 $WE￿￿k￿￿1D ieeqF￿Tl￿IsC￿￿O￿￿•2l4s1loso 9 Information regardlng employees Information relating to hlgher pald employees (Including the Executive) Salèrl•i assoclot•d costs There were 143 <2020-2021.. )361 ernployees (including members of Executive for the period} whose fomuner4tiorTr fell in the following bands.. Exr*cuII¥* Oth•v 4rnpioyo¢s Jl Mbrth 2021 2022 £'ooo £'ooo E'OOO £'oots Y••1 •nd•d 51 ma￿th 202? Y••i 31 2021 Waoe5 and salacies 4￿.￿44 3b.S90 R•mun•raiion bandi 1£) Nu1￿b01 ol omployoo Nufflbor ot •mploy0•5 (Employors Nl c0nirib￿tI9n5 arnd AppTentlceshiD l£vyl 180 4.432 4,612 60,001-70.000 62 59 Ofrfined benelii peTh51on co&ts- pF•s•nt employ0￿. 70.001-60,000 43 155) (2.292) 2.279 80.001-90,000 20 Oolinud contlibution nsion costs pieseni èmpioy2e5 90,001-100,000 149 4.874 5,023 3.120 ioo.ooi-iio.000 Tqmpoiary and contract woikers 2.548 2.548 2.45e 110,001-120.000 120,001-130,000 TeiminatioTr p•ym•nts 210 580 90 130,001-140.000 Ttyi41 51.078 30.724 140,001-150.000 150.001-160.000 160.001-170,000 170.001-180.000 300,001.310,000 Key management is made up of the For rnoro Information on Exocutive Chief Executive and Reoistrar and the remuneration in the year, see tho Executive director5. The total ernployee Remuneration report. benefits of the key managÈment, Including employer's nètlonal Insurance The table shows one ernployee and pension contributions, were wlfh remuneration in 2021-2022 in £1.737.000 12020-2021.. £1.454,0001. the £300,000-310.000 band, with The abtrve table Include5 nine none In that band In 2020-2021. Executive members who received more fhat employee'5 remuneration than £60.000 in the year. There was Included an exit package of £170.000 one Executive member In post for pert -EI80.000. Also in 2021-2022. one tsf the year whose earnings fell in the employeo'5 rÈmuneration In the £40,000-£50,000 banding. £160.000-£170,000 band included an 'Fuitbvr Ibio¢m)tlon about Ihq NMCI *nspioy$*pP￿OThs¢h0rn•5 can b• br￿8 Includ95 £185,000 P￿I￿a cont14ct￿& payrn@n15. r•dundathCY paym0nt5 01 E92.000 In llou ot noticp of £105.000¢2020- 21 yxtra Cohtractubl paympnls of Eoil. i$dundéttty wymgnlsaF£44.000 144 Annual Report and Account512021-2022 Finènclal siaternpn15 lor the year endèd 31 Match 2022 145 exit package of £g0.000-£100.000 £10,000-£20.000 and £40,000- and one employee's remuneiation In £S0.000 respectively. All details are the £IOO.000-£IIO.000 band Included disclosed In the retnuneration report. an exit pack39e of £S0.000-£60,000. All other movement in bandin9S Was Furthermore. two employee's through the 2021-2022 standard rernuneration In the E60,000- annual pay Increase. É70,000 banLI Saw exit packages of 11 Intanglble fixed assets for use by the charlty t•pll41 Woik Soltwarè É'ooo 'ooo E'OOO E'QOQ Y4ar *￿d•0 31 Maich 2022 6,632 13,236 2.180 Y•av •Dd•# 31 March 2021 21.048 Addltion5 3.972 139 Number ot omploy4èk Disposals Arnploy•o RevalLratitsn A￿ra•• numb•r ot p•rffl•D•Trt •nd Ilx•d t•vm CO￿tract •mplb¥••s ¥urlTr9 th• y•4r Trènslers JI Mèrth 2022 •.652 18,871 556 21.15* Exeeutlvg Oth•r #mployBes 999 888 6.6J2 4.535 11.1•7 14morlisation ch•ro* for thé yojr Avofègè numbtsr Ota9oncy rompDrary 5tatl ènd 4,476 4.470 D15po¥aI5 T•141 1,076 •14 Rqvaluaiion 10 Charltable status Due to our charitable status we are not Iiablo to corporation tax on our chaiStable acllvlti95 or on oui Invesrment Incotne and gains. We a150 receive charitable rate relief Irorn the City of Wesrmin51er, LondDn Borough ol Newham and Edinburgh City Council. 9,012 18.144 N•1 gty•k V•lu•'. 51 Maich 2021 We are registered 8$ a rhority in England and Wale5 With the Charlty Comrn155ion Icharity no. 1091434) and In Scotlènd with thè Offlce ot the Scottish Charity Regulator (charity no.SC0383621. ,?01 2,180 10,811 JI Mareh 2022 9.95• 10,515 Intangible f￿￿ed 8s59ts, comprising IT Dvrlng th• year, £1,763 mSlllon of work In Software and proiects, havo beèn 5pIIt pr¢)gross relating to our Modernisation of oul of Tanglble Flxod Assots Inote T¢¢hnolo9y Service5 programme IMOTS) 121. A reV￿9W of the assets in question was brought Into use and transferred to galnst the finartlal reporting 9uidance IT Project5. Wlth a further £3.972 million concluded that, a5 the a55ets are of add￿tionS capila115ed also felatlng to transferable rather than belTig linked to the MOTS programme. The £lk tran5fef Individual pieces of hardware. they Fit the Is a result of the transfer being betweèn criteria for being classed a5 ￿￿tangIble tangible and intangible fixed assets. ather than tangible fixed assèls. 11.1 Copilal work In progtess Capital work-In-pro9res5 proiect5 are added to the fixed asset register and These are project5 to create capital amor115ed when biought Into u*. assgts ft>r use in the business where Èxpenditure has been Incurred at the Fixed Assets Bre assesse(J at each period end but the as5et5 have not reporting dare For èny indicators of yet been completed or biought Into Impairtnent. It any such inditatio use. These Include the Modernisation exi5t5, the recoverable amount of of Technology project and the Test of the asset 15 estimated. CompetencÈ mana9ernent project. 146 Annual Reoorl and Acwunt512021_2023 FiTvDryal starements ft)r the endpd 31 Morch 202 147 OppJSlln IEeoFIcLW71SHIItr￿02Qa2IIS•1DSo 12 Tanglble fixed a55ets for use by the charity 21 Portland Pl•¢• tDn9 l•a50hold Capltal Wark I PrDgr05 r•tuib15hmqni Eq¥lpm•Th¢ Total É'ooo I £'oots £'ooo E'ooo £'ooo É'ooo Coit.. IS,449 517 3.795 160 31,801 AddltloDS 2.226 2,345 Revaluatloty 160 (1601 31 March 2022 10.448 14,217 517 J.?gS 54,146 D•pr•¢l•tloTr'. 2.423 8.333 405 J.Y91 14.952 D•pi•ciOtion charge lor lthe ytriir 354 657 18 1,052 i%poibls R•valuation Tr4nitOfS 34 31 March 2022 2.77• B.#5J 457 S.Y•$ 15,g•J t4•t p•ok Val￿•.. 51 March 2021 13.025 3.548 160 16.049 51 March 2022 12,670 S,314 $0 Intangible fixed assets. comprisirig IT software and project5. hav0 be¢n transferred to a separate note Inote 111. A$ 8 result. tho l April 2021 li9uies in the table above differ from those in last yeJr'$ 8ccounts. Flxed Assets are 8sses5ed at each reporting date for ary Indicators of irDp4irment. If any such Indication exists. the recoverab e amount of the asset 15 95titnatÈd. Capital wtsrk-in-progress projects are added to the fixed J5$0t register and depreciated when brought Into Use. During the year. É160.000 of work In progress relatlng to the refurbishment of 10 Geor9e Street was a150 brought In to Use. with a furfher £2.226 million of addition5 capita115Ed In the year. The Elk total transfer 15 a result of tsn• of rhe rran$fers being between tangiblo and intangible fixed assets. 148 Annual Report onil A¢¢gunt512021-2022 Financial 5tatefflerttS tor the ended 31 March 2022 149 D￿￿￿)Er￿￿jvID BEE6FIc￿ll5HII￿￿Q&wlq$I1Dwja 12.1 Lortg leasehold prorn1501 13 Related party transactions 14 Investments The UKCC Ithe NMC'S predece550r body) acquire¢J the leasehold Interest ill 23 Portland Place. London WIB IPZ rrorn the General Nursing Council for England and Wales at nil cost. The lease ha5 a peppercorn rent of £250 J year and expires In the year 2933. The lease was valued at 31 March 2014 on an existing use bas15. by external valuers Carter Jonas, at E17.185 million, There Is a restrictivè t¢venanl on the lease which restricis Ihe use and occupation of tho property to the NMC. Flx•d ass•t Investments We are accounrable to Parliament through the Privy Council. The Nursing and Midwifery Order 2001 sÈts out the nature of our relationship with the Privy Council and the reporting me¢h8nisrns required. While not accountable to the Department or Health and Social Care. we have regular contact wlth the Department on policy and other matters. 31 Malch 1022 JI Martth 2011 f'OOO E'OOQ Market value al l April X)21 New caoilal InvÈ5t¢d 30.000 Dividends and Int•r651 rocelved and ¢etaln•d In luDd 690 196 Manai¥frmont f••6 char9ed at SOur¢• (40) During the period l Apiil 2021 ro 31 March 2022, lh¢ total allowanc85 paid to the currenr and previous Chair were É60,667 12020-2021.. £58,500), an(J allowances. travel and subslstence and training expenses pald fo, or Incurred In relatlon ro, members of the Counell were E246.402 12020_2021.' E239,258). Council members ore paid directly via rhe NMC payroll. D8ta115 01 amounts pèid to individual Councll and Execufive members are ser out In the remuneration report. 1.024 12.2 Caplt&l woik In Pfogi•si Noiket valuè at 31 March 2022 J2.•JB Th•s8 ar4 prolects to crgate capital sset5 for use In the busine$5 where expenditure has been Incurred at the period ond but the as5els havo not yer b¢¢n cornpleted or brought Into U58, including the Infrastructure progr8mm&. Compyl•l￿O th• k+llwilng'. Fixed Income 58curillo5 3.470 22.929 22.524 Proporty Funds 1.864 Altgrn&tiVfy Itlvp&lmont lund5 4.219 3.402 Durin9 the yèar. the NMC gngaged racilitation and Coaching services from Aim Higher Leadership Ltd. John We15h. the brother of Edward Welsh, Direcror of ComTnunications and Engagement. Is an external assotiate Sub-contractor ol Aim Highor Leadership The NMC paid Aim Higher Leadershlp a total of £13,252 during the year 12020-2021.. E31.6501. There wÈre no balances outstandino wirh related parties at year end. 2•.9 Cash 714 2,302 Morkol valuo at 11 M*r¢h 2022 J2.•Jl 51.2•1 Dufing the period l April 2021 to 31 March 2022. no additional fund5 were invested In IhÈ stock market usln9 our invÈstrTTrent rnanagers Sarasin & Partners 12020-2021.. £30,000,000). 150 Annu¥l Repori and Accoutits12021-202Z Fillanc+al ¥tatements foi thE yppi pnded 51 MJich 202. •WYC￿T16￿1lD4aDZ.IIl1+s1IO￿8 Current o¥¥•t Inv•stments 17 Credltors (Amounts fallln9 due after more than one year) Shoii-telm dEp05its Imatullty ot more than 3 months bul less ihaD 12 months) 48.125 28,362 Asat 11 March 2022 Asat Jl March ?021 15 Debtors E'ooo É'ooo L1050 prtrmium 76 Jl Plavch 1021 31 March 2021 76 155 £'ooo £'ooo Debtois 91 767 Prepovmen15 th¢¢ru¢d incom• 3.21S 3,255 18 Provlslons T•t•l 4,022 16 Credltors (Amounts lalllng du• wlthln on• y•ar) E'OOO E'OOO É'ooo É'ooo JI Marckn 2022 Jl M•i¢h 2021 2021 (6681 (09> (1,200) É'ooo E'OOO Additions (78> (1.300) Creditors and accFv•is 13.263 th* yfyar 67 61 Other taxes and 50¢1al Wuiity 1.437 1.405 R4l•as•s Defelfed incorno 40.258 41.757 At 31 M•rch 2022 Tot•1 $s,i?J 16.425 (746) (12) 12,500) l. The provision for dilapldations represents our prudent 95timate ot the costs of puttino our leased propertie5 back irito the condition they wore in prior to the starr of our leases. Tho provision for potential additional panellist cost5 rellects OLr prudont 85tim8te of the p055ible wider impact of a single claim t? an ¢mployment tribunal lor èdditional stsms by a Fltness to Pracrise panellist. Panelli5ts are in.Jependent contractors who sit on our Fitness to PrattisÈ panels. Legal proceedings with respect to this are contlnuing. The incre6se in the provision compared to last year rellects more recent legal advice a5 to -hè likely extent of the poterytial liablllty. 2. The provision for pension early retirement reflect5 the c05t of a member of the defined benefit pension scheme retiring early due to Incapacity. The additional cost is beln9 paid monthly until June 2022. 152 Annual Rèport and Account512021-2022 Financial %totEm*nt5 ltrr the ended 31 Moich 2D22 153 19 Pension cornmitments The minimum contribution level is that employee5 contribute one percpnt of their pensionable salafy and the NMC contributes eight percent (2019-2020". 8 percentl Employees fflay make 8￿￿￿tIOnal tontribution5 which arÈ matched by rhe NMC up to a maximum employer contribution of 14 percent. As at 31 March 2022. 93 perceni of ernployÈÈs were members of the efined contribution pension scheme. Efnployees also havÈ the option of making their coniributlOn5 through a salary sa¢rifi¢e 5chenie introducÈd èt the beginning of 2021-2022. The latest cornpleted valuation of the There Is a Recovery Plan In place seheme was carried out on behalf of the pension trustees by Pfemler to ensure that the scheme fundin9 level will reach 100 percent, based on Pen510n5 M4nagement Limited a5 at current acttsarial assumptions. by 31 March 2019. using a full yield curve 31 March 2036 We will make good approach. At the daro of the valuatlon, the deficit over the period to 31 March the value of the scheme assets was 2026 by making Recovery Plan É124.0 million lincludiny annuitl95 held payFnents of £1.9 Inillion per annum for irTrsured pen5ionersl. Tho value ot wlth increases ot 3.65 perceni each thÈ a55ets represented 88 percent of April, The value ot Recovery Plan the value of the benefits, which had paymÈnis, the year ended 31 March accrued to rnember5 after allowing for 2022 was É1.860,000 (31 March 2027.. expected future Increases In earnln95 É8,100,000). The valuo of other, and pensions. The past 56rvice shorttall ngn-recDvery plan payment5, In the of a5set5 Is being amortised over the year was É676,000 {2020-2021'. period to 31 Marth 2026. The main El.958.0001. a55urnk)Iions used In the valuation were a real return on Inve5tfflent5 abov(> salary Increase5 of 0.65 percent per annum and above pension Inrreases of -0.15 percenr and -0.20 perceni for non-pensionprs and p8nsion8rs respectively per annum. We operate two pension schemes.. a defined contribution scheme and a defined benefit schème. Th• d•lin•d (1,926) Op•nlng bDl•Th¢• Dt l Aprll 2021 97,545 17.004 N•t 4rno¥nt IN S•FA 1,887 Eypectod r•turh Oh a6$01S 1.848 1.736 2.845 29,119 Employ•r contribution 2.741 10,057 NMC'$ (employ•r's) contribution ¢•fin•d b•n•￿t schpmè 39.30% 39.30% Employèè contributlon 92 269 EmpbyBes' £ontributKifi Jolinod b•nelil schemé 6.00% 6.00% (3,033) Cloilng bal•nE• •t 51 M•r¢h 1039 97.541 156 Annyjl Report and Accoun151 Z021-2022 Financial 518toment5 Iof the yeèi ended 31 March 2022 157 0•¢UgwÈrh*￿￿b1D a85sF2G￿FI5￿I1W￿42I461l0￿ts Y•aY W￿d*d S? March 2022 Y••1 •nd4d Jl Mar¢h 2021 Hlstory ol oxp•rl•nc• •dlustm¢nts P•iloil •Dd•d 31 t4aich 2022 Y#ir ended Jl MJrEh 2021 Y*•r •nd•d Y•ar •nd•d Sl Plar¢h 2019 E'OOO £'ooo Z020 Assot C&4iin9 hl 51aft of Period NIA E'ooo E'OOO E'tsOO £.009 Chang@ In J55et ceilin9 noi Includéd in h)¢om9 statpment Delined benelil 24 Extra-contractual payments Financial assgts con$isi of cash balances £21.881 million (2020-2021.. E39.550 million), inve$iments in fixed terrn bank deposits É48 125 million {2020-2021.' E28.362 milllonl and debtor5 £3.306 million 12020-2021. £4.022 Million). held a¢ arnortised cost and Investments In the stock market (vi8 Investment managers) E32 838 million 12020-2021.. £31.281 rnillion) held at market value. Financial Iiabilili•$ held at amortised cost comprise creditors and accruals E13.478 mllllon (2020-2021.. E13.263 million) and orher taxes and social security £1.437 Mill￿On 12020_2021.. £1.40S milllonl. There have been no events aftei the balance shEet date requiring There were two extra-contractual adiustmenl or dlsclosure In rhaso payments In the period ended 31 March financial statements, 2022.. E182,804 131 March 2021.. ÉNill. Further detail can be found in the remunerètl¢n report. The annual report and account$ hav• been author158d tor Issue on the date the occounts wer8 ¢ertilied by the Compiroller ond Audltor General. 162 Annual Report and Accounts12021_2022 Finaaciai 5t6tefflents lor yEar en4ed Ji MJTch 202? 163 O•roJswEWknplD.14IOF2Cty71SWIttrfvA0140214611£Wè Appendix I Determination 2. The account5 mu5r- be prepared 50 a5 to 9lvg a true and lalr view of tie Council'5 State of affairs a5 at 31st March ol the financial year in cuestion and of the ncomin9 resources and application of resources ot the Council tor that rinancial year,. and b. tjisclose any material incoming or out90in9 resource5 thaf have not been applied to the purposes Intended by Parllament or material tran5action5 that have not ronforffloo ro the authorities which govern them. The Nursing and Midwifery Order 2001 (Form of Accounts) Determination 2010 J. Subject to paragraph 4, in ordgr tg comply wifh pèra9raph 2{al, the accounts rnU51 be prepareU- In compliance with the accountin9 prin¢iple$ and dlscl¢sure requliementS cofttalned In the Chariiie5' SORP.. and b. havlng regard to th8 roqulromonts of the FR8M tc the extent that tho$0 requirements clarify, or build on, lh8 roouirements of the Charltle5' SORP. ThEir Lordships make the tollow1ng deterfflinaiion In exercise ot powers conforfed by article 52111 of the Nursing and Midwifery Order 2001,. 4.Where the presence of exceptional clrcumstan¢7154411C￿ABD2￿8214￿1Yo 23 Portland Place. London WIB IPZ T +44 20 7333 9333 nmc.org.uk É Nur%n9 and Nidwifery CosJncil Copynght 2022 The nursin9 and midwifèry rEgulatorforEnglaThd. WJ*s. Scetland and Northem I￿lan lieg15tered charity In Erqt)nd and Wèles (1091434) and In ScotiirKI ($¢038362). NMC 2022-2025 EQ2769521 978-1-S286-3590-5