general social care council 2009 -10 · gscc key facts 2009-10 100,882 at the end of 2009-10 we had...

2009-10

General Social Care CouncilAnnual Report and Accounts

General Social Care CouncilAnnual Report and Accounts2009-10

Annual Report and Accounts presented to Parliament pursuant to paragraph 18(4),Schedule 1 of the Care Standards Act 2000

Ordered by the House of Commons to be printed on the 22 July 2010

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General Social Care Council Annual Report and Accounts 2009-10 01

Contents

Key achievements 2009-10 02Key facts 2009-10 04Foreword by Rosie Varley 06Introduction by Penny Thompson 08

Part one: about us

About the General Social Care Council 12Our principles and priorities 13What we do 14Codes of practice 15Service user case study: Amy Lloyd 16Registration 18Profile of the Social Care Register 20Conduct 22Social work education and training 24Social worker case study 26GSCC governance 28GSCC Council 28The Executive Management Team 32

Part two: review of the year 2009-10

Strategic aim 1 36Strategic aim 2 39Strategic aim 3 41Strategic aim 4 46Strategic aim 5 48

Part three: GSCC accounts 2009-10

Management Commentary 54Remuneration Report 60General Social Care Council Accounts 2009-10 64Financial Statements 2009-10 78Notes to the financial statements for the year ending

31 March 2010 82Contact us 105

02 General Social Care Council Annual Report and Accounts 2009-10

GSCC key achievements2009-10

Lowering the threshold by which weconsider matters referred to us hasenabled us to increase the scope of ourinvestigation work and improve publicprotection. The volume of investigationsbeing closed has increased significantly:in 2009 there was an average of ninecases per week closed. During 2010 thisincreased to 25 per week. A total of 59conduct hearings were held in 2009-10with sanctions imposed in 53 instances.These developments, coupled with goodprogress against our recovery andtransformation plan are helping to ensurethat we deal with cases in a more timelyand effective manner.

The 2009 annual conference received very good feedback from attendees andpositive national press coverage. Of thosewho completed a feedback form, 78 percent rated the conference as excellent orvery good.

During the academic year 2009-10 wecompleted 31 education course approvalsand 27 re-approvals. We startedstrengthening our approach to theregulation of Higher Education Institutions(HEIs) and a programme of work hasbegun to support this which will deliveron the ambitions of the GSCC and theSocial Work Task Force. Publication of ourRaising Standards: Social Work Educationin England 2008-09 report informed thesector and helped to drive up standardsof social work education and training.

Significant investment in training anddevelopment which is equipping our staffto support the initiatives taking place inthe social care sector. This includes aprogramme of events for staff to learnfrom the experiences of social workersand users of social work services, whichis helping us to ensure our services arefit for purpose.

We have engaged people who use socialwork services to inform many aspects of our work including our inspection ofeducation institutions offering the SocialWork Degree.

Improving our efficiency through theintroduction of a web-based HRmanagement information system (HRMIS).Its successful implementation has generatedsignificant operational efficiencies includingthe provision of a single source of HRemployee data, improved data qualityand reduced handling time.


Good financial performance and budgetaryachievement. This reflects our desire toprovide value for money and provides agood foundation on which to face thefinancial challenges in the years to come.

A successful parliamentary receptionhosted by Baroness Pitkeathley, saw over100 MPs, Peers and representatives fromsocial care organisations gather in theHouse of Lords to talk about the work ofthe GSCC and the future of social work.

We have played an important role inshaping the programme for the reform of social work through our contributionsto the Social Work Task Force. We werepleased that our contributions and theimportant work of the GSCC have beenrecognised through our membership ofthe Social Work Reform Board.

The successful recruitment of a new topteam (Chief Executive, Director ofRegulatory Operations, Director ofStrategy and Social Work Education, andDirector of Corporate Resources) hasgiven us a sound basis to move forwardwith the ambitions set out in our 2010-13Corporate Plan and 2010-11 Business Plan.The key focus of both plans will be onthe protection of the public and ensuringthat the public and our stakeholders haveconfidence in the social work professionand the work of the GSCC.

An independent review of our governancearrangements, which is improving the way we work and aiding progress towardsour priorities. There has also been cleareraccountability for organisationalperformance and greater scrutiny ofperformance data by the GSCC Board,with the frequency of performancereporting improving along with theservices we provide, such as in registeringand renewing social workers’ registration.

A new set of corporate priorities havebeen developed, putting public protectionat the heart of everything we do. Thesepriorities will provide the focus for theactivities we undertake in the coming year.

We published Grow Your Own SocialWorker, a step-by-step guide to helpstudents, employers and universities toget the most out of their own schemes. It is designed to help employers to takea long-term approach to social workerrecruitment and retention.

GSCC Key achievements 2009-10

service delivery support service governance

GSCC key facts 2009-10

100,882At the end of 2009-10 we had 100,882registrants on the SocialCare Register compared to 95,511 in the previousfinancial year.

9,185To date 9,185 people have enrolled for the new social work post-qualifying award.

59There were 59 Conducthearings in 2009-10. Of these, six hearingswere dismissed, therewere nine admonishments, 12 registrants suspended and 32 people removedfrom the register.

165165 applications to theSocial Care Register wererefused in 2009-10compared to 146 in theprevious financial year.

7,953 In 2009-10 we received7,953 applications to jointhe Social Care Register as qualified social workerscompared to 6,928 in theprevious financial year.

23per centWe have provided goodcustomer service byachieving consistentlystrong performance inregistering and renewingthe registration of socialworkers on the SocialCare Register, despitereceiving a 23 per centincrease in applications on the previous year.

6,024 Enrolment on the SocialWork Degree for theacademic year 2009-10was 6,024, compared to5,879 in the previousacademic year.

16,384 There are currently 16,384students studying on SocialWork Degree courses.


77per cent77 per cent of registeredsocial workers are femaleand 23 per cent are male.

50,000 Social Work Connections,our quarterly registrant e-newsletter, was deliveredto over 50,000 people ofwhich 32 per cent openedthe newsletter, which is at the top end of theindustry average for amembership e-newsletter.It keeps social workersand social work studentsinformed about relevantnews and developmentsin the sector.

154We have established amore customer-focussedapproach to complaintshandling, with the newapproach going live March2010. We received 154complaints in 2009-10,which represents a slightdecrease on the previousyear.

25per centTwo per cent of registeredsocial workers are under24; 16 per cent are aged25-34; 25 per cent are 35-44; 33 per cent are 45-54; and 24 per centare over 55.

GSCC key facts 2009-10

15,465 A total of 15,465 studentshave achieved Social WorkDegree qualification sinceits inception in 2003, with 5,072 studentspassing the Social WorkDegree in 2008-09. Thisreflects an overall passrate of almost 90 per cent

91.3per cent91.3 per cent of students register as qualified social workers aftercompleting their course.

271There are currently 271approved degree coursesand 331 approveduniversity post-qualifyingcourses.

e-news



Part one gives an overview of the GSCC, ourrole, purpose and approach. Part two is areview of the year against the strategic aimswe set out in our last annual report. Partthree presents our accounts for the financialyear 2009-10.

The past 12 months have been particularlychallenging for the GSCC, but they havebrought about significant reform and renewal.These were driven by both internal andexternal developments: an unprecedentedlevel of reform across the social work sector;and problems coming to light in themanagement of our work to regulate theconduct of our registrants.

The main external driver for change has been the Social Work Task Force, which wasestablished in December 2008 to review thestate of social work. I was enormouslyimpressed by the thoroughness of the taskforce report, published at the end of 2009,and by the clarity of its far reachingrecommendations which will transform theprofession. The GSCC was closely involvedwith the work of the task force and I amvery pleased that the role of regulation indriving up the standard of professionalpractice is recognised.

The task force’s recommendations willstrengthen our regulatory powers and have apositive impact on the status and reputationof the social work profession. We aredelighted to sit on the Social Work ReformBoard which is driving the implementationprogramme and contributing to a nationalinitiative aimed at ensuring the higheststandards of practice amongst social workers.

We also very much welcome the decision toestablish a National College of Social Work. I believe that in the past the profession hassuffered from not having a body to promoteit and educate the public about the complexand valuable work its members do. We lookforward to working in close partnership withthe college which will have a very importantrole in developing and disseminating thestandards which we expect our registrants tounderstand and demonstrate in their practice.

The Children and Families Select Committeealso conducted an inquiry into strengtheningthe training of social workers, which reportedin July 2009. We were pleased that thecommittee endorsed a number of ourrecommendations, including the need for usto be given stronger powers to regulate theSocial Work Degree. We have made some

Foreword

Welcome to the General Social Care Council (GSCC) Annual Report and Accounts2009-10. This publication reports on our progress in the financial year 2009-10and on our work and priorities.


progress in strengthening the regulation ofsocial work education over the last year butnew powers are essential if we are to ensureconsistently high standards for all socialwork students. I am delighted that ourargument has been recognised both by theselect committee and the task force.

There have also been internal challenges forthe GSCC. Last summer we discovered seriousproblems in the management of our work ininvestigating and taking action in cases ofsocial worker misconduct. We alertedGovernment and took immediate action toaddress the situation. At our invitation theCouncil for Healthcare Regulatory Excellence(CHRE) undertook a review of our conductfunction. We fully accepted the findings,conclusions and recommendations of CHRE’sreport, which coincided substantially with ourfindings and the recovery plan we had alreadyput in place. We are on course to deliverthat plan and have improved the rigour androbustness of our risk assessments,investigations and conduct proceedings.

We are now confident that we are dischargingour public protection duties effectively, butwe must sustain these improvements, andthis will remain a priority for next year.

We have come to the end of the year with a much clearer definition of our role andfocus. This clarity, together with theappointment of a new senior managementteam, led by a new Chief Executive, PennyThompson, whose background as aprofessional social worker and a respectedleader with over 30 years’ experience in localgovernment and public service, will enableus to take forward an exciting agenda and to radically improve the quality of socialwork practice, benefiting all those who relyon the support of social workers for theirsafety and wellbeing.

Rosie Varley OBEChair of the General Social Care Council

Foreword


Introduction

Thanks to the hard work of my predecessorsand staff across the GSCC, we have turned a corner on some of the issues outlined byRosie in her Foreword and now have a clearfocus on priorities for the coming years.

As we enter the new financial year andrespond to the new Government, it is clear thatwe are working in a new financial and policycontext. The White Paper, Putting the FrontlineFirst: Smarter Government published inDecember 2009, outlined proposals for smarter,more efficient public services. Like all otherpublic bodies, the GSCC must evolve to meetthe financial challenges ahead and for us thiscomes in the context of plans for the GSCCto become financially independent over time.A key priority for this year will therefore be tolook at both income generation and at how we can ensure efficiency and value for moneyin all of our services. One of the greatestopportunities for efficiency savings is theautomation of our registration processes andwork on this will be taken forward this year.

Ensuring that our conduct work remains akey element of our regulatory operations will continue to be a priority in 2010-11.

As well as revising our processes andintroducing more quality assurance, we willbe introducing new and refreshed powers tohear our cases. We will also be working toincrease the e-enablement of our registrationprocess, and to achieve a marked increase in take up of online registration and renewal.

Our regulatory work in social work educationwill also go through a major transformationprogramme next year. We need to adopt amore proportionate and targeted approach to our inspection of social work courses toensure that all students consistently receivethe high quality training needed for theimmensely challenging careers ahead ofthem. We will also work closely with theSocial Work Reform Board on thedevelopment of the post-qualifying trainingsystem, linked to a new career structure.

In order to achieve real and lasting successin these programmes of work, we need toensure that everyone we work with and allwho have an interest in our work, understandand have confidence in what we do. We aretherefore planning a major programme ofstakeholder engagement.

It is my pleasure to introduce you to the General Social Care Council Annual Reportand Accounts 2009-10. I joined the GSCC as Chief Executive on 31 March 2010, andin many ways my appointment has come at a pertinent time for the organisation.


We aim to work in a way that is clear, fair,open and collaborative, which will help us todeliver on our ambition and priorities and to develop a reputation we can be proud of.

This is a really significant time for the GSCCwhere the learning from our experience so far,together with a major reform agenda acrossthe wider sector have come together toprovide us with a greater clarity of focus anda strong platform to build from. We now havea clear vision for what we need to do toprovide excellence in social work registrationand regulation and raise standards in socialwork education and training. The programmeis an ambitious but exciting one, which Ianticipate will lead to effective publicprotection and public confidence in theregulation of social work.

Penny ThompsonChief Executive of the GSCC

Introduction


“Anyone may needthe help of a socialworker at somepoint in their life.”


Part one:about us


We ensure that only those who are properlytrained, able and committed to highstandards practise social work. We do this bymaintaining a compulsory register of socialworkers and issuing and enforcing a code ofpractice for the profession. The GSCC has thepower to impose sanctions on social workerswho do not meet the required standards ofconduct. Where public protection warrants it,an independent panel can remove them fromthe register following a full investigation andhearing. Social workers who have beenremoved from the register are no longer ableto practise social work legally in England.

We also regulate and promote high standardsin social work education by approving thequality of social work qualifications offeredby universities.

It is our ambition to be a high performingregulator that protects the public through theregulation of social workers and their training.We strive to provide users of social workservices and the public with confidence inour work and in the social work profession.

About theGeneral SocialCare CouncilThe General Social Care Council (GSCC)is the regulator of the social workprofession and education in England.We protect the public by requiringhigh standards of education, conductand practice of all social workers.

“It is our ambition to be a highperforming regulator”


Our principlesIn upholding our responsibilities as theworkforce regulator we aim to:

• seek and respond to the views of thepublic, people who use social workservices, employers and social workers

• build constructive relationships with ourpartners and stakeholders

• be independent, clear, fair, open,collaborative, efficient and effective inwhat we do

• embrace human rights, equality anddiversity in all that we do

• learn and develop as an organisation • invest in our people and make the GSCC

an excellent employer.

Our prioritiesOur priorities as an organisation are:

• the protection of the public throughimproved educational standards,excellence in registering social workers,and effective conduct systems.

• effective working with key partners• excellent customer service and value for

money • robust governance arrangements • excellent leadership and staff engagement • strong organisational capability and

performance.

What is social work?

Social work is an established professionaldiscipline with a distinctive part to play inpromoting and securing the wellbeing ofchildren, adults, families and communities. It operates within a framework of legislationand Government policy, and contributes to the development of social policy, practice andservice provision. It collaborates with othersocial care, health, education and relatedservices to ensure people receive integratedsupport. It is a profession regulated by law.

Social work is committed to enabling everychild and adult to fulfil their potential, achieveand maintain independence and self-direction,make choices, take control of their own livesand support arrangements, and exercise theircivil and human rights. It looks at people’slives and circumstances in the round, andworks with them to personalise social careresponses to fit their own individual situations.

Its approaches and working methods aim topromote empowerment and creativity.

Anyone may need the help of a social workerat some point in their life. Social workersoften work with particularly vulnerable groupsin society such as children and adults withdisabilities, people with alcohol or drugaddictions and a wide range of others.

Anyone describing themselves as a ‘socialworker’ in England must be registered withthe GSCC and hold a recognised social workqualification. Social workers have to renewtheir registration with us every three years,which involves them declaring they are stillsafe to practise and providing evidence thatthey have kept their social work skills andknowledge up-to-date.

Adapted from a paper by Don Brand, SCIE

About the General Social Care Council


What we doThe General Social Care Council registers social workers and regulates theirconduct and training in order to ensure public protection and high standards.

Registering social workers and socialwork students

Social workers and social work studentsmust be registered with us in order topractice social work or to study social workin England. When a social worker or socialwork student applies to register with us, wecarry out rigorous checks on theirqualifications, health, character and conductto ensure that only people who areadequately trained, safe and vetted can workwith the public.

Setting a statutory code of practice

Registered social workers and social workstudents agree to abide by the standards setout in our code of practice. The code ofpractice sets out the professional standardsexpected of them and enables the publicand others to challenge poor practice. If asocial worker breaks the code of practice theGSCC can investigate and take a case to aconduct hearing. If the allegations are provenat a hearing, the social worker can beprevented from practising social work.

“people who use services and carersare involved in many aspects ourwork.”

Assessing social work education and training

The GSCC sets the standards and assures thequality of social work education in England.We accredit Higher Education Institutions(HEIs) to run social work courses and inspectthe courses to ensure that standards ofdelivery are high. If a social work course fallsbelow the required standard we can refuseto approve it.

“If a social work course falls belowthe required standard we can refuseto approve it.”

Involvement in our work

Public protection is at the very heart of ourwork. We carry out our regulatory duties forthe safety and benefit of people who usesocial care services and the wider public. Toensure that the regulation we carry out islegitimate, credible and appropriate, peoplewho use services and carers are involved inmany aspects our work. For example, serviceusers are frequently involved in theinspection of social work courses and in theGSCC’s key policy-making processes. Serviceusers have also contributed to thedevelopment of post-registration training andlearning requirements for social workers.


Every social worker and social work employer should have a copy of the GSCC codes of practice. They are given to each new registrant to the Social Care Register. They are alsoavailable free of charge to anyone who wants to read them on our website. The codes of practice set out the standards of professional conduct and practice required by socialworkers as they go about their daily work. They are intendedto ensure that employers, colleagues, service users, carers and members of the public know what standards they canexpect from registered social workers. The codes of practicemean that social workers have a similar system of regulationto other health and care professionals.

As a registered social worker you must:

• Protect the rights and promote the interests of service users and carers

• Strive to establish and maintain the trust and confidence of service users and carers

• Promote the independence of service users whileprotecting them as far as possible from dangers or harm

• Respect the rights of service users while seeking to ensure that their behaviour does not harm themselves orother people

• Uphold public trust and confidence in social care services

• Be accountable for their practice and take responsibility for maintaining and improving their knowledge and skills.

“The codes of practice mean that social workers have a similar regulation to other health and careprofessionals such as nurses and doctors”

Codes ofpractice


When did you come to use socialwork services?

I began to use social work services at theage of nine. I have had three social workersin my time at Riverside Children’s Centre.One of my social workers was the best socialworker a young person could ask for.

Did your social worker meet yourexpectations? How?

My social worker always involved me in anyof the decisions made about where I wantedto live, which school I wanted to attend andwhether I wanted to see my family or myfriends etc. She really helped and listened to me, and took everything I said on board.

User of social workservices case study: Amy Lloyd

We talked to Amy Lloyd, a youngperson with experience of using social work services, who is nowhelping to advise the Children andFamily Court Advisory and SupportService (Cafcass) on the services that it provides for young people.

How did your social worker make a positive impact on your life?

My social worker made a positive impact on my life and really helped me change my circumstances around.

Did your social worker explain whatshe was doing and did youunderstand her role?

She went through everything with me andmade me feel like I was part of what wasgoing on. She made me feel like I was notjust living it but helping me to turn my lifearound.


Do you think that regulation of socialworkers is important?

I think that the regulation of social workersis very important. Even though most youngpeople don’t really know what social workersare for, I have learned that they are there tohelp and provide a service to us. They canhelp change lives and bring young peopleand children out of the bad circumstancesthey are in.

Do you think it’s important that socialworkers follow a code of practice?

Yes, I think it is important that all socialworkers follow a code of practice becausethey all need to follow the same rules and

regulations. The codes of practice mean that young people and their families arereassured of the standards they can expectfrom social workers.

Amy is a member of the Cafcass YoungPeople’s Board, made up of young peoplewith experience of social work services. The board was established to give youngpeople a direct say on the way in whichCafcass is run and on the service it providesto children, young people and their families.

Registration helps to maintain publicprotection by ensuring that all social workersmeet a minimum set of requirements includingqualifying from a GSCC-approved Social WorkDegree course. We also check applicants’character, conduct and health, and canrefuse registration if we do not consider anindividual is suitable to be a social worker.

Members of the public, service users, carersand employers can check whether a socialworker or social work student is on theregister on the GSCC website www.gscc.org.uk.They can also raise concerns about theconduct of a registered social worker andask us to investigate.

Registration for qualified social workers is fora fixed period of three years. At the end ofthis period social workers must renew theirregistration if they wish to continue to practiseas a qualified social worker. In order to renew

Registration Registration of social workers and social work students is at the core of the GSCC’s remit.


their registration, social workers must havecompleted sufficient post-registration trainingand learning (PRTL), to ensure that they areup-to-date with the latest developments insocial work and to contribute to raisingstandards across the profession.

First time applicants to the register mustcomplete a detailed application form andpay a registration fee. The application formrecords details of the applicant’s professionalqualification, employment and disciplinaryand criminal record. All application formsmust be endorsed by someone in a positionto verify the applicant’s identity, usually theiremployer. The applicant then signs a legally-binding personal declaration that theinformation they have provided is correct,that they will inform the GSCC of anychanges to their status, and that they willabide by the GSCC codes of practice.

There are many social workers currentlyworking in England who trained andqualified outside the UK. In addition to thecriteria above, these individuals must provethat their social work qualification is

equivalent to the UK Social Work Degree and that they have undergone the minimumperiod of supervised or assessed practise aspart of their training.

Using MyGSCC, our online portal, registeredsocial workers can update their personaldetails, pay their fees by debit and creditcard, and record their post-registrationtraining and learning online.

“Registration helps maintain publicprotection by ensuring that all socialworkers meet a minimum set ofrequirements”


Protection of title

The professional title ‘social worker’ isprotected in England by the Care StandardsAct 2000. It is a criminal offence forindividuals who are not registered with theGSCC to describe themselves as a socialworker with intent to deceive, or in a way that

implies they are registered with the GSCC.Employers and employment agencies arestrongly advised to ensure that all of theirsocial workers are registered by checkingtheir name against the GSCC register.

Registration

100,000Over 100,000 registeredsocial workers are on the Social Care Register – over 83,000 qualifiedsocial workers and 17,000 social workstudents.

FACT


All of the data presented below was extractedfrom the Social Care Register on 5 March 2010.

Age

Data from the Social Care Register revealsthat: 2 per cent of registered social workersare under 24; 16 per cent are aged 25-34; 25 per cent are 35-44; 33 per cent are 45-54;and 24 per cent are over 55.

Profile of the Social Care Register The Social Care Register holdsthe details of all of the qualifiedsocial workers and social workstudents in England. Using thisdata we are able to build up anaccurate profile of the make-up of our registrants and track anytrends that occur over time.

Registered social workers by age (2010)

� under 24� 25-34� 35-44� 45-54� over 55


Disability

All social workers complete an equalopportunities monitoring form uponregistration with the GSCC. 2 per cent ofregistered social workers indicated theyconsider themselves to be disabled withinthe meaning of the Disability DiscriminationAct 1995. 87 per cent identify themselves asnot disabled. The GSCC has no data ondisability for the remaining 11 per cent.

Gender

77 per cent of registered social workers arefemale and 23 per cent are male. We do notcurrently ask about their transgender status.

Ethnicity

70 per cent of registered social workers areWhite; 10 per cent Black; 4.3 per cent Asian;1.6 per cent Mixed heritage; 0.9 per centChinese or Other Ethnicity; and for theremaining 13.2 per cent no ethnicity data isheld. 2001 Census revealed that 91 per centof the then working age population inEngland was White; 2.3 per cent Black, 4.7per cent Asian; 1 per cent Mixed heritage; 1 per cent Chinese or Other Ethnicity.

These two sets of figures suggest that Whitepeople are proportionally under-represented

in the social worker population and thatBlack people are over-represented.

Nationality

We do not monitor the nationality of ourregistrants. However, the GSCC Registerreveals that 77 per cent (76,859) ofregistered social workers obtained theirsocial work qualification in the UK. It isreasonable to assume that a large majorityof these social workers are British and thatthe majority of the 6,451 internationallyqualified social workers are not British.

Criteria not reported

We do not currently monitor the pregnancyor maternity periods amongst our registrants.Our equal opportunities monitoring forms donot ask registrants to provide their religion orbelief, or details of their sexual orientation.

Registered social workers by gender (2010)

� female� male

Registered social workers by ethnicity (2010)

� white� black� asian� mixed� chinese/

other� no data

Ethnicity of UK working age population (2001)

� white� black� asian� mixed� chinese/

other

Profile of the Social Care Register


ConductOn registering with the GSCC, social workers agree to abide by a code of practice which sets thestandards of conduct and practiceexpected of them.

This includes establishing and maintainingthe trust and confidence of service users andcarers and upholding public confidence insocial care services. The code also includespromoting the independence of service userswhile protecting them as far as possible fromdanger or harm. Social workers must respectthe rights of service users while seeking toensure that their behaviour does not harmthemselves or other people.

The GSCC looks into allegations of misconductand if someone is found to have breachedthe code of practice, we can take action, the strongest penalty being removal from the register. Social workers who have beenremoved from the register are no longer ableto practise social work legally in England.

The GSCC also has a code of practice foremployers that sets out their responsibilities.We strongly advise employers to adhere tothis code in order to ensure public protectionand raise standards across the profession.


However, the code of practice for employersis currently only a voluntary code, which wehave no power to enforce.

How to complain about a social worker

If you are a user of social work services andwish to complain about a social worker, or if you wish to complain on behalf of a userof social work services, you should usuallycomplain directly to the social worker’semployer. Most complaints about socialworkers are settled this way.

However, if you wish to raise concerns aboutusers of social work services being put atrisk of physical, emotional, sexual orfinancial harm, you should contact the GSCCstraight away so that we can decide if weneed to be involved at an early stage.

If you do not resolve your complaint throughthe local complaints process, and you feelthat the social worker may have committed aserious breach of the codes of practice, pleasemake your complaint directly to the GSCC.

Conduct hearings

Our conduct hearings focus on the need forpublic protection, while preserving theregistrant’s right to a fair hearing. Conducthearings are usually held in public and usethe civil standard of proof. Panel membersare appointed by the GSCC but operateindependently of the GSCC in deciding thefacts and sanction. Each panel sits witheither three or five members present. Themajority of members for each panel are laypeople and the Chair is always lay. Theconduct panel hears evidence and decides ifthe social worker has committed misconduct.If so, it will decide if action should be takenagainst them. If a social worker is found tohave committed misconduct, the conductpanel can impose the following sanctions:

Removal from the register, preventing themfrom working as a social worker

Suspension from the register, which wouldprevent them from working as a social workerfor a set period of time

Admonishment a mark next to the registrant’sname on the register

Details of forthcoming and concludedhearings, along with any sanctions imposedare publicly available on the GSCC website.

Registrants have the right to appeal againstthe decisions of the GSCC to the First-tiertribunal.

59There were 59 Conducthearings in 2009-10.6 hearings were dismissed, 9 wereadmonishments, 12 were suspensions and 32 people removed from the register.

FACT

“if someone is found to havebreached the code of practice, we can take action”

Conduct


We do this by:

• setting the standards for the regulationof social work education

• approving courses against set standardsand requirements

• inspecting the courses to ensure thatstandards of delivery remain high. Ifstandards fall below those required, we canrefuse to approve a social work course.

The GSCC is working closely to strengthen its approach to the regulation of social workeducation. In 2008-09, we found that moreHEIs met required standards. However, westill have concerns about the quality of somesocial work degree and post-qualifyingprogrammes. We want to bring about a moretransparent and risk-based approach whichwill provide greater clarity about what weexpect from course providers.

Social workeducation and trainingTo ensure the professionalcompetence required of socialworkers, we also regulate andpromote high standards in allqualifying and post-qualifyingsocial work education.


The Social Work Degree

In 2003, professional qualifying training forsocial workers in the United Kingdom changedto the Social Work Degree. In England, thesedegrees are approved by the GSCC. Wecontinue to recognise the Diploma in SocialWork (DipSW) and other ‘predecessor’ socialwork qualifications gained before 2003 asvalid social work qualifications.

Social work students spend at least 200days in practice placements with social workorganisations gaining ‘on the job’ experience

of different aspects of the social workprofession.

More than 80 universities and colleges inEngland offer the Social Work Degree, whichis available at both undergraduate(Bachelors) and postgraduate (Masters) level.All of the higher education institutionsoffering these courses have undergonerigorous checks by the GSCC to make surethey are suitable to deliver the degree.

Post-registration training and learning

Every social worker registered with the GSCCshould complete either 90 hours or 15 daysof study towards their post-registrationtraining and learning (PRTL) during eachthree-year registration period. Activities thatcount towards PRTL include courses,seminars, reading, teaching or otheractivities to contribute to their professionaldevelopment or to the development of theprofession as a whole. Every social workerregistered with the GSCC should keep arecord of their PRTL and provide evidence ofit when required to do so. Failure to do somay be considered misconduct.

This approach will allow us to focus ourresources where there is the highest risk,giving institutions that meet the standardsgreater freedom to deliver. Our annualpublication, Raising Standards in Social WorkEducation, informs the sector on our work insocial work education.

Post-qualifying education

In addition to the Social Work Degree, socialworkers must maintain and extend theirknowledge and skills in order to remain onthe Social Care Register. One way of doing thisis by working towards GSCC-approved post-qualifying awards. Courses fall under fivedifferent specialist areas of social work: mentalhealth; adult social care; practice education;leadership and management; and childrenand young people, their families and carers.

“social workers must maintain andextend their knowledge and skills in order to remain on the Social CareRegister”

15,465A total of 15,465 students have achieved Social WorkDegree since its inception in 2003. The overall pass rate is almost 90 per cent.

FACT

Social work education and training


Why did you go into social work?

I wanted to be a social worker from myteenage years onwards. This is largely due tomy family influences: my mother worked asa medical secretary and often spoke aboutthe hospital social workers she worked with.This, combined with my family circumstances,opened my eyes to human need and mademe aware there was always more going onthan met the eye. This fascinated me andstarted me on a journey where I rememberthinking what an amazing opportunity socialwork provided – working with people,learning about their lives and hopefullymaking a positive difference whilst gettingpaid too. When I was 16 I told my careersadvisor that I intended to be a social worker.This did not go down well and made me allthe more determined to pursue this path.

What did you study?

I took three years off after my A level studiesthinking that I needed a bit more lifeexperience and worked as a nursing auxiliaryand then a landscape gardener. This providedexcellent preparation for social work training;‘life experience’ was seen as a necessaryprerequisite for most social work courses inthe early 80s. I went on to complete a degreein sociology and applied social studies, andgained a Certificate of Qualification in SocialWork (CQSW) in the final two years of thefour-year course. The course was excellent and

Social worker case study:David Glover-Wright

covered subjects like social history, economics,social psychology as well as practice skills. Agood knowledge of social sciences is vital insocial work providing a theoretical backdrop tomany of the contemporary practice issues.

What placements did you do?

I had three placements, and they were allequally rewarding and challenging. My firstplacement was in a home for older people; Ihad experience of working with older peoplein a voluntary capacity but was unprepared forthe institutional care regime I encountered. Iwas struck by the vulnerability of the residentswho seemed to have little choice in the waythey were allowed to lead their lives; theirformer roles and identities were relegated tofading photographs kept on bedside tables.My second placement was in a studenttraining unit in a large area office. Social workpractice was generic and this gave me my firsttaste of ‘field work’. Practice was overseenby the student unit manager who providedexcellent support teaching practice skills suchas how to conduct telephone conversationsand undertake ‘process’ recording – all ofcourse without a computer in sight! My finalplacement was in a large psychiatric hospitalwhere I later worked as a qualified socialworker. The hospital was a large rurallylocated Victorian institution with a farm,workshops and myriad wards hidden away at the end of long, dark corridors. It was astrange and disturbing place where patientsseemed to spend their time pacing up anddown, smoking continuously whilst consultantpsychiatrists conducted formal ward rounds.All three placements left a lasting impressionon me. The practice supervision was variablebut I certainly found the more I invested themore I gained in terms of learning andpractice experience.

Do you think Protection of Title isimportant?

I have strong feelings about this. I have seensocial work change significantly over the past

David Glover-Wright is a Team Managerat a Children and Young People’sservice. He tells us about his experienceas a Registered Social Worker.


25 years with the role becoming morebureaucratized and politically prescribed.Social work used to be viewed as a radicalpolitical activity but this is now not the case.Contemporary social work practice meanscare management, care brokerage, thresholdassessment, promotion of social inclusionand statutory assessment. These activities arenow increasingly undertaken by other careprofessionals and the distinctness of socialwork has subsequently diminished. Socialwork needs to rediscover its founding valuesof honesty and fairness, alignment to thosewho are disadvantaged and empowerment of marginalized people. For these reasons I am very glad that the title ‘social worker’is protected. Social work needs to retain itsuniqueness and the title helps to preservethis, preventing a homogenised ‘social care’approach to our work.

What’s the most rewarding part ofyour job?

I am fortunate in that I am based in a familyresource centre in the middle of MiltonKeynes and not in a large office. No one dayis ever the same. The variety and constantchallenges mean I could be leading a teammeeting one minute, then talking to anangry parent who’s contact arrangementshave not materialised, to helping a group ofchildren from a local school water the plantsin our garden. The richness and diversity ofhuman experience is all around me and thisis the very thing that brought me in to socialwork and thankfully, is still with me.

How has doing post-registrationtraining and learning (PRTL) benefitedyou in your everyday work?

It has made me aware of the significance ofprofessional development in my social workpractice. It has also enabled me to focus onlearning opportunities and reflect on newknowledge and skills acquired. This processenables me to maintain a learningperspective in my social work practice which

in turn can support the process of reflection.This is a vital skill in contemporary socialwork practice which is often subsumed byprocess and procedure.

Do you find being a member of aprofessional body helps improve thestanding of social workers?

Yes, social work needs to be recognised as a profession with its own unique skills,knowledge and values. The GSCC helps toformalise this through its code of practiceand helps service users and partner agenciesto recognise there are tangible requirementsand standards which should be followed insocial work practice.

In your experience does following thecodes of practice help protect serviceusers?

Yes, as long as social workers’ employers are clear about their own responsibilities topromote the code of practice and ensure thattheir social workers adhere to its requirementsthrough appropriate supervision and reviewof practice. The code of practice should becentral to the employer organisation’s values.It should inform the way that social work isorganised and provided.

What’s the most important factor inensuring public protection?

Effective joined up practice between servicesand agencies where shared values andprofessional safeguarding principles underpinall we do. This ensures that there is awillingness to share information and worktogether to promote the best interests ofservice users. Social workers can help thisprocess by promoting strong underpinningvalues and provide a clear and articulatevoice in multi agency forums to help maintainan appropriate focus on service users’ needs.


The GSCC is a Non Departmental Public Bodyestablished in October 2001 under the CareStandards Act 2000. It is funded by theDepartment of Health but works also closelywith the Department for Education indelivering the children’s and young people’scare agenda. We also work closely with oursister organisations in Wales, Scotland andNorthern Ireland.

The GSCC is managed by the ExecutiveManagement Team, overseen by anindependent Council. We make regularprogress reports to the Department of Health.In 2009-10 we conducted an independentreview of our governance arrangements andthe outcomes of this have helped us toimprove the way we work and aid progresstowards our priorities.

The Council determines the GSCC’s strategicdirection. Council members are appointed bythe Appointments Commission on behalf ofthe Secretary of State for Health. TheCouncil, made up of 10 members, meetspublicly five times a year. The GSCC’s Councilhas a majority of lay members and by law,the Chair must also be lay. Council membershave experience across the spectrum ofsocial care, either as people who useservices, carers, or service providers from thepublic, private or voluntary sectors.

The Council also has a number of advisorycommittees, made up of Council members.These advisory committees work closely withthe Executive Management Team and advisethe wider Council on key areas of business.There are currently four advisory committees:the Audit Committee, the RegulationCommittee, the Education and TrainingCommittee and the Remuneration Committee.

GSCCgovernance

The GSCC Council


Rosie Varley OBERosie took up the role ofGSCC Chair in November2008. She is also a memberof the NMC AppointmentsBoard and of the MentalHealth and Disability LivingAllowance tribunals. She

was Chair of the General Optical Councilfrom 1998 to 2008 and Acting Chair of theCouncil for Healthcare Regulatory Excellence(CHRE – which oversees all health regulatorybodies) from 2006 until 2008. During 2008-09 Rosie chaired a DH working group on thegovernance arrangements for the newGeneral Pharmaceutical Council. She has beenan Appointments Commissioner, an NHSregional Chair, and an NHS trust chairman.Rosie is also a governor of the Priory Schoolfor children with special needs in Bury StEdmunds, and President of West Suffolk MIND.

Jill CrawfordJill’s background is inprofessional regulation andservice user involvement.She currently leads NCTConsulting, which supportsprimary care trusts andacute trusts in the provision

of maternity services. She also works as anIndependent Consultant on health andregulatory issues. She sits on Fitness toPractice panels of the General Medical Counciland was formerly the President of the Nursingand Midwifery Council. She has a particularinterest in developing effective service userinvolvement mechanisms, developed as Chairof Milton Keynes and Bradford MaternityService Liaison Committees.

Melanie Henwood OBE Melanie is an independentHealth and Social CareConsultant. She is aspecialist adviser to theHealth Select Committee,and Chair of the AdvisoryGroup on Independent

Living to the MS Society. Ms Henwood hasheld Visiting Fellowships with the LondonSchool of Economics, the University of Leedsand the University of New South Wales,Australia. Melanie has more than 25 years’experience in research and analysis, focusingparticularly on the interface between healthand care, and most recently on the emergingpersonalisation agenda. Melanie was Vice-Chair of the Council from 2008 to 2010; sheretired from the Council in April 2010.

David PlankDavid currently holds severalpositions including Chair ofthe Professional ConductCommittee, and GeneralOsteopathic Council. He isalso a Council Member of theGeneral Chiropractic Council

and Trustee and Vice Chair, Peace Hospice,Watford. He was formerly the IndependentChair of Connexions North London, and aMember of the Learning & Skills CouncilLondon North, and Panel Chair, GSCCRegistration & Conduct Committees. Sinceretirement he has held the following interimmanagement positions: Chief Executive,Workers’ Educational Association and DeputyChief Executive at the Museums, Libraries andArchives Council. Prior to retirement he wasChief Executive of Enfield and Watford Councilsand Director of Social Services inHammersmith & Fulham and in Hounslow.

Lay members

The Council


David Prince CBEDavid is former chiefexecutive of The StandardsBoard for England whichchampions and ensures highstandards of conduct inlocal authorities. He heldsenior positions at the Audit

Commission, including managing director,strategy and resources and chief executive,District Audit. Most of his career was in localgovernment, where posts included chiefexecutive, Leicestershire County Council anddirector of finance and administration,Cambridgeshire County Council. Non-executive independent appointments includeThe Committee on Standards in Public Life,Leicestershire Police Authority, the auditcommittee of the Rural Payments Agency andthe performance and best value committeeof the Bar Standards Board.

John TateJohn is a Barrister and untilrecently was Director of LegalServices at the IndependentPolice ComplaintsCommission. In addition tohis current role, John is anon-executive director at

NHS Kingston Primary Care Trust where he isChair of the Provider Services ManagementCommittee and a lay chair of SpecialistSchools at the NHS London Deanery, whichhas responsibility for training specialist doctorsin London. He has been a senior civil servantfor more than 20 years. His previous rolesinclude Solicitor to the Bloody Sunday Inquiry,Deputy Parliamentary Ombudsman, LegalAdviser to the Health Service Ombudsman andAssistant Director at the Serious Fraud Office.

Terry Butler CBETerry is an independentadvisor in public servicesand social care. He is aRegistered Social Workerand was Hampshire CountyCouncil’s Director of SocialServices until August 2005.

He joined Hampshire in 1988 from East SussexCounty Council, where he was Deputy Directorof Social Services, having previously workedfor several social services departments inLondon and the Midlands. Nationally, he hasacted as a Government advisor and wasseconded to the Department of Health to helpimplement the community care reforms in theearly 1990s. He was an advisor on social careto the National Patient Safety Agency until2007 and is now an advisor to Nestor HealthCare. Terry is also a member of the NationalClinical Audit Advisory Committee, Patron ofthe Relatives and Residents Association, anon-executive director of the South CentralStrategic Health Authority and an internationaltour leader for Jon Baines Tours. Terry is inhis second term as a member of the Council.

Robin CurrieRobin is an independentadvisor in voluntary sectormanagement and a SeniorResearch Fellow at LiverpoolHope University. He is aRegistered Social Workerwith 40 years’ experience as

a practitioner and senior manager in localauthorities and the voluntary sector. He waspreviously a GSCC external assessor of socialwork training programmes and a member ofGSCC’s conduct committee. Formerly aUniversity Lecturer in Social Work, he was a

Registrant members

The Council


university external examiner for 20 years. He served for 15 years as an independentadvisor to a local authority social servicescommittee, as a non-executive director ofMerseyside Training and Enterprise Counciland as a trustee of national and localcharities. He is currently on the Board of theInstitute of Health and Social Care Research,Bishop Heber College, Tiruchirappalli, India.

Gordon RatcliffeGordon is currently a seniormanager in the NSPCC. He is a Registered SocialWorker with 35 years’experience of delivering andmanaging childcare andchild protection services. He

was a practitioner and manager in Bradfordbefore moving in 1989 to more senior rolesin the NSPCC. Gordon has a particularinterest in service user participation and in2000 played a lead role in the NPSCC’sstrategy for involving children and youngpeople in the development and managementof services. Gordon has been a Trustee ofthe nationwide Children’s Research Centreand for a number of years he was also anAssociate Consultant with Greater ManchesterCouncil of Voluntary Organisations providingmanagement consultancy to voluntaryorganisations in the North West.

Hilary TompsettHilary took over as Vice-Chair of the Council in April2010. She is currently Headof the School of Social Workat Kingston University andSt. George’s, University ofLondon, and Chair of the

Joint University Council Social WorkEducation Committee (JUC SWEC). She isChair of the Surrey and Sussex Social WorkEducation Group for the two counties andhas been chair and a member of a numberof national working groups on workforcedevelopment and social work education. She is a Registered Social Worker and, in a professional career spanning 14 years,worked as a practitioner and manager inchildren’s services, mental health, a renalunit and with older people. Her researchinterests are in inter-professional practiceand decision making.

The Council


Penny ThompsonChief Executive

Penny joined the GSCC asChief Executive in March2010. She has over 30 years’experience as a seniorpublic services manager and

social worker. Before joining the GSCC shewas Director of the public sector consultancyPeysnerThompson, undertaking a range ofimportant roles and assignments includinginterim Deputy Chief Executive of NHS Haringeyand a Consultant and Coach to OFSTED. From2005 to 2007 Penny was Chief Executive ofHackney Borough Council, following a longcareer in the management of social workservices, including eight years as ExecutiveDirector of Social Services at Sheffield CityCouncil and three years as an AssistantDirector of Children and Families and Childrenand Adults’ services at Nottinghamshire CountyCouncil. Between 1987 and 1995 she wasDistrict Officer for Child Protection at ClevelandCity Council. Penny graduated with an MA inSocial Work in 1979. She has over 10 years’of front line social work experience inchallenging environments including two yearsas a Social Worker at the London Borough ofTower Hamlets and eight years as a SocialWorker for Sheffield City Council.

Michael AndrewsDirector of RegulatoryOperations

Michael Andrews took up thepost of Director of RegulatoryOperations from 17 May2010, overseeing social

work registration and conduct complaints,investigations and hearings, and legal services.He was previously Director of Scrutiny andQuality at the Council for HealthcareRegulatory Excellence (CHRE), which overseesthe work of the nine regulatory bodies forhealth professionals. Before that he workedin the fitness to practise directorate of theGeneral Medical Council. He has also workedfor OFSTED and the Home Office.

The Executive Management Team

Our Executive Management Team comprises our Chief Executive and three directors,who are responsible for leading the organisation and setting its strategic direction.


Sherry MalikDirector of Strategy andSocial Work Education

Sherry has worked in thepublic sector for nearly 25years. She has a broadrange of leadership and

management experience gained in executiveand non-executive roles in a variety oforganisations and through inspecting/auditing and managing front line services.Sherry is a qualified social worker. Sherryhas previously worked as the CorporateDirector of Strategy and Performance at theChildren and Family Court Advisory SupportService (Cafcass) for six years, where herbrief included business planning, serviceuser engagement, quality assurance, andequality and diversity. Prior to that sheworked as Deputy Area Performance Leadand Senior Performance Specialist for theAudit Commission for three and a half years,and as a senior manager of children’sservices in several local authorities and anational childcare voluntary organisation(Action for Children, formerly NCH). She hasalso worked in a variety of non executiveroles such as with CWDC, as Vice Chair of a large NHS Trust and Chair of a LocalAuthority Trading Company.

Chris SavoryDirector of CorporateResources

Chris is an experiencedCorporate ResourcesDirector. He had a longcareer in the NHS,

culminating in his appointment as FinanceDirector to St Thomas’ Hospital. He has alsobeen Finance Director of the National RiversAuthority and the University of Lancaster.Since 1997 he has specialised in interimDirectorship roles across the public sector,covering local authorities, the LocalGovernment Association and helping toestablish the new Legal Services Board. He has also run two charities.

The Executive Management Team


In this section of the AnnualReport and Accounts wereview our progress againstthe strategic aims set out in last year’s annual report.

Part two:Review of the year 2009-10



Registration with the GSCC is a requirementfor all social workers practising in England.At the end of March 2010 we had a total of100,882 registrants on the Social CareRegister compared to 95,511 at the end ofthe previous financial year. All of the socialworkers on the register have undergonechecks including having their qualificationsand character assessed to ensure that theyare suitable to join the Social Care Register.

During the year, we have sustainedconsistently strong performance in registeringand renewing social workers to the Social CareRegister. The figures below detail our progressin registration during 2009-10 and 2008-09.

Total number of registrants on the SocialCare Register, 2009-10 and 2008-09

New registrations to the Social Care Register,2009-10 and 2008-09

To improve the quality and standard of social care by continuing to develop and use the Social Care Register.

Category 2009-10 2008-09

Qualified social workerregistrants

83,464 78,535

Social workstudentregistrants

17,418 16,976

Total number of registrants

100,882 95,511

Refusedregistrations

165 146

Category 2009-10 2008-09

Qualified social workerregistrants

6,944 Notcollected

Social workstudentregistrants

6,763 Notcollected

Total number of newregistrations

13,707 Notcollected

Strategic aim 1

Total number of registrants on the SocialCare Register, 2009-10 and 2008-09

83,464

78,535

17,418

16,976

100,882

95,511

2009-10

2008-09

2009-10

2008-09

2009-10

2008-09

Qualified social worker registrants

Social work student registrants



New applications to the Social Care Register,2009-10 and 2008-09

*Restoration applications are made by socialworkers whose registration has lapsed and arereturning to the register after a period of time.

Renewal applications to the Social CareRegister, 2009-10 and 2008-09

Non-registered social workers

Protection of the title ‘social worker’ wasintroduced in April 2005. We monitor andinvestigate any allegations of breaches ofsection 61 of the Care Standards Act, wherean individual is using the title of socialworker but is not registered with the GSCC.

Restoration*applications

1,226 486

Category 2009-10 2008-09

Qualified social worker applications

7,953 6,928

Social workstudentapplications

6,724 6,474

Total newapplicationsreceived

15,903 13,888

Renewals 2009-10 2008-09

Renewalapplications

5,213 41,526

Strategic aim 1

1,226

486

2009-10

2008-09

New registrations to the Social CareRegister, 2009-10 and 2008-09

6,944

6,763

13,707

2009-10

2009-10

2009-10

Qualified social worker registrants

Social work student registrants


Refused registrations

New applications to the Social CareRegister, 2009-10 and 2008-09

7,953

6,928

6,724

6,474

2009-10

2008-09

2009-10

2008-09

2009-10

2008-09

15,903

13,888

2009-10

2008-09

Qualified social worker applications

Social work student applications

Restoration applications*

Total new applications

165

146


Recording concerns about potentialapplicants

We keep a record of allegations madeagainst people who may be reasonablyexpected to apply to register with the GSCC.An example of this would be an individualwho has a degree in social work and hasbeen dismissed from a job in another area ofsocial care. All concerns are held on file andused to assess the suitability of suchapplicants should they apply for GSCCregistration in the future.

Notifiable occupations

The police inform us of people who havebeen arrested and state that they are socialworkers. A record is kept of individuals whohave stated that they are a social worker butare not currently registered with the GSCC.This information is held on file and is used toassess suitability of such persons should theyapply to GSCC for registration in the future.As at 31 March 2010 we have received 221referrals under notifiable occupations.

Improving the quality of our servicesto registrants and increasing efficiency

In 2010-11 we are planning to improve the waywe handle registration renewal applicationsby making better use of technology, such asmaking further developments to our onlineportal MyGSCC. By 31 March 2010 we hadinvited all registrants to use MyGSCC as away of telling us about changes to theirdetails and paying annual fees.

An important role in shaping thefuture of social care

Published in March 2010, the Governmentreport Building a Safe and Confident Future:Implementing the Recommendations of theSocial Work Task Force sets out its prioritiesand ambitions for the reform programmeidentified by the Social Work Task Force. Wehave received praise for our contribution tothe work of the Social Work Task Force andwe now sit on the Social Work Reform Boardwhich is overseeing the implementation ofthe proposals. We are pleased that we havebeen given a key role in taking thesereforms forward, including plans to developa license to practice system of registration.

Also in March 2010, the Government launcheda White Paper, Building the National CareService. Amongst its proposals are that theGSCC’s remit will become focused on theregulation of social workers, with the HealthProfessions Council asked to run a pilot of alicensing system for social care workers andhealthcare assistants. It also proposed thatthe GSCC will come under the umbrella of theCouncil for Healthcare Regulatory Excellence,which, reflecting our inclusion, will becomethe Council for Care Regulatory Excellence.We welcome these proposals, which aresubject to Parliamentary approval.

Strategic aim 1


The vast majority of social workers carry outtheir work with integrity and professionalism.However, where misconduct occurs, it is theGSCC’s responsibility to hold these socialworkers to account and, where appropriate,to take action to admonish, suspend orremove them from the Social Care Register.

During 2009 we uncovered some seriousproblems in the management of our conductwork, following which the Secretary of Statecommissioned the Council for HealthcareRegulatory Excellence (CHRE) to perform areview of our conduct function. We welcomedthe CHRE’s subsequent report and accepted itsfindings, conclusions and recommendations,which coincided substantially with therecovery plan we already had in place.

Our management arrangements have beenreviewed and a new Director of RegulatoryOperations, and a Head of Investigationshave been appointed to implement thechanges identified in the recovery andtransformation plan, and the CHRE report. We have also appointed more investigatorsto allow us to make good progress with thebacklog of work identified by the GSCC priorto the CHRE review. We had completedinvestigations into all the conduct cases thatwere received prior to 2008 by end ofFebruary 2010.

Significant progress has been made againstthe first stage of our conduct recovery andtransformation plan, including the ongoingallocation of all referrals within two weeks ofreceipt by the Intake and Assessment Service.

We are also strengthening our risk assessmentarrangements and have introduced a moreeffective system for monitoring ourperformance. This is supported by weeklyperformance reports to the GSCC’s Counciland the Department of Health.

The CHRE recommended that we materiallyimprove the performance management of theConduct function. This has been done andwe have been providing detailed weeklyreports to the Department of Health sincethe introduction of new reportingarrangements in September 2009. Thesereports are used for weekly performancemeetings involving managers from across the investigations and hearings functions.

From September 2009 to the end of March2010 we received, on average, 91 newreferrals about social workers or applicantsto the Social Care Register each week.

Of these, 63 on average were closed at theinitial risk assessment stage and 28 onaverage were passed on for full investigation.When the new reporting processes wereintroduced in September 2009 there were420 ongoing investigation cases. At the endof March 2010 there were 651. Volumes ofinvestigations being closed were an averageof 25 per week in the first three months of2010 compared to nine per week in 2009.

Develop and enforce professional standards of practice and conduct in order to improve services and to safeguard the public.

Strategic aim 2


Of the 529 cases closed in 2009-10, 153 (29 per cent) went on to an independenthearing panel where decisions are madeabout whether or not a sanction should beapplied and, if so, what kind of sanction.The outcomes of those hearings are split asfollows:

Outcomes of conduct hearings in 2009-10and 2008-09

We provide high quality training for all ofour panel chairs and are making goodprogress with reappointment of members onrevised terms and conditions.

In order to improve public protection, wehave lowered the threshold for investigatingcases that are brought to our attention. Thiscaused an increase in our workload anddiscussions are taking place with theDepartment of Health about the resourceimplications of this.

We have commenced a review of the rulesgoverning our conduct and registrationprocesses to ensure they are fit for purposeand help us deliver high quality services. We plan to consult on the draft rules in 2010.The new rules will provide a wider range ofsanctions, enabling us to impose remediativesanctions, through conditions, in appropriatecases.

We have established an external advisorygroup comprising of representatives from thekey employer sectors (e.g. the associationsof directors of adults and children’s services)the General Medical Council, the Nursing andMidwifery Council, the General TeachingCouncil as well as the other care councils tosupport our work on a root and branch reviewof policies and procedures in investigationsand hearings. This will enable us to implementgood practice from throughout the UK.

Outcomes 2009-10 2008-09

Dismissed 6 3

Admonishment 9 7

Suspension 12 5

Removal 32 18

Total conducthearings

59 33

Strategic aim 2


Course re-approvals by academic year

Only Social Work Degree courses were re-approved in 2008-09 and 2009-10 academicyears. The number of courses approved in2009-10 will increase, as there are coursesdue for reapproval later in the academic year.

Course re-approvals by academic year

There were no inspections carried out duringthe academic year 2008-09 and one in 2009-10.

Degree annual monitoring

During the degree annual monitoring processfor the academic year 2008-09, the followingresponses have been sent to Higher EducationInstitutions (HEIs).

Responses sent to HEIs during the academicyear 2008-09

Regulating the quality of initial and ongoingtraining for social workers is at the heart ofensuring high standards in social work practice,and a core part of our remit. We inspect thequality of training against standards andcontent agreed by the Government and workclosely with others, including Higher EducationInstitutions (HEIs), people who use socialwork services, students, employers and skillscouncils to ensure that high quality, relevantsocial work education is being delivered.

Social Work Degree (SWD) and university post-qualifying (UPQ) courses approved to date

* There are a number of courses that have nostudents reported to be studying on them.This does not necessarily mean that thesecourses are not running.

Course approvals

Course approvals by academic year

Strategic aim 3Ensure high quality training for social workers.

Category SWD UPQ

Approved courses 271 331

Students reported on courses*

214 217

Year SWD UPQ Total

2008-09 17 63 80

2009-10 2 29 31

Year SWD

2008-09 114

2009-10 27

HEIs meeting requirements 8

HEIs that do not meet requirements 7

63HEIs meeting requirements, butrequire development in some areas

HEIs yet to be considered 6


Those HEIs with areas for development andthat do not meet requirements will haveaction plans developed. They will be requiredto report progress against these action plansat specified intervals.

The Social Work Degree (SWD)

Total number of students enrolled on the SWD by intake (academic) year

There has been an increase in the number ofstudents enrolled on the SWD over the pastfour years, with 2009-10 having the secondhighest number of enrolled students sincethe degree started in 2003.

Number of students qualifying with the SWD by academic year

The number of students qualifying eachacademic year has increased.

** The figure for students receiving thedegree qualification in 2009-10 academicyear is correct as of 4 May 2010. This figurewill change as the year progresses.

91 per cent of students register as qualifiedsocial workers after completing their course,which represents 14,069 of 15,465 degreeachievers to date since the Social WorkDegree began in the 2003-04 academic year.

Intake Year Total

2003-04 2,583

2004-05 4,766

2005-06 6,151

2006-07 6,013

2007-08 5,594

2008-09 5,879

2009-10 6,024

Total 37,010

Result Passes

2003-04 0

2004-05 4

2005-06 1,038

2006-07 2,981

2007-08 4,457

2008-09 5,072

2009-10** 1,913

Total 15,465

Strategic aim 3


University post-qualifying (UPQ)courses

Number of students enrolled on UPQ courses by intake (academic) year

The number of students enrolled on UPQcourses has increased since 2006-07. Thenumber of students enrolled on UPQ coursesfor the academic year 2009-10 will increasebecause more enrolments will occur beforethe end of the year.

Intake Year Total

2006-07 301

2007-08 2,902

2008-09 3,492

2009-10 2,490

Total 9,185

Strategic aim 3

Social Work Degree overview by academic year

7,000

6,000

5,000

4,000

3,000

2,000

1,000

02003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Total number of students enrolled on the SWD by intake (academic) year Number of students qualifying with the SWD by academic year (**see note on p. 42)

**

Number of students enrolled on UPQ courses

4,000

3,000

2,000

1,000

02006-07 2007-08 2008-09 2009-10


Raising Standards

At the GSCC parliamentary reception inMarch 2010 we launched Raising Standards:Social Work Education in England 2008-09.This publication is our annual report on theoverall state of social work education andtraining in England.

The report found that enrolment on SocialWork Degrees for the academic year 2008-09increased slightly from the previous year.Employment-based routes to social workeducation have the highest pass rates (83per cent), whilst college-based undergraduatecourses have the lowest pass rates (54.5 percent) and highest referral, withdrawal andfailure rates.

We are encouraged that the intake into socialwork education from non-white ethnic groupsis, at 19 per cent, significantly above thenational population average of 7.9 per cent.Concerns remain that there are not sufficientnumbers of men in the profession at 13.6 percent. Male enrolments in social work trainingreflect a very small rise (0.6 per cent) butthere is a continued predominance of femalesentering social work training.

A total of 15,465 students have achieved theSocial Work Degree qualification since itsinception in 2003. This reflects an overallpass rate of 80.9 per cent, a failure rate of 2-3 per cent and withdrawal rate of 17 per cent.

The pass rate for post-qualifying (PQ) coursesin 2007-08 was over 83 per cent but we are

concerned that only eight per cent of socialworkers are taking up PQ training courses.We are calling for employers to provide moreopportunities for PQ training anddevelopment.

The report found that whilst there has been animprovement in HEI performance there is stillsome way to go. We are strengthening ourapproach to inspecting HEIs that run SocialWork Degree and post-qualifying programmesto make it more rigorous and robust.

Grow Your Own Social Worker toolkit

In November 2009 we published Grow YourOwn Social Worker, a step-by-step guide tohelp students, employers and universities getthe most out of Grow Your Own schemes.Grow Your Own schemes can be used byemployers to hire, train and keep socialworkers to tackle the recruitment andretention difficulties in the sector, and helppeople access qualifications through flexibleroutes. Grow Your Own Social Worker helpsemployers to take a long-term approach tosocial worker recruitment and retention.

Inspection

The work of the Social Work Task Force andour own experience shows that there areconcerns that the current training is notequipping social work students with the rightlevel of skills and knowledge to meet thedemands of the work place. The quality ofteaching and placements also is notadequate in some cases.

Strategic aim 3


Over the last year we have strengthened ourapproach to the regulation of social workeducation. We are developing a new risk-based approach that targets programmes atgreatest risk of falling below the expectedstandards whilst leaving others to managewithout our intervention. This has resulted inmore visits by our inspectors to universitiesat the greatest risk.

We will be publishing all of our annualmonitoring reports to make the improvementof programmes more transparent to thepublic. We have developed new regulatorystandards that will help us to be moreconsistent in our approach to inspection.These will be implemented next year.

Influencing the agenda

The GSCC has been involved in the SocialWork Reform Board’s education workinggroup. We are developing policy options forGovernment to change the requirements andcurriculum for social work education. Thesewill also help to develop more robust entrystandards to qualifying level courses andoptions for making practice learning moresuccessful.

Post-registration training and learning(PRTL)

The current national post-qualifyingframework provides guidelines on the post-registration training and learning (PRTL) ofsocial workers. However, we believe thequality of the ongoing training and learning

undertaken by social workers needs to beboosted. For example, too few social workersare currently taking post-qualifying awards.Therefore we welcome Social Work TaskForce’s recommendation for the creation of a more coherent and effective nationalframework for the continuing professionaldevelopment of social workers.

We will work with partners to develop acontinuous professional developmentframework in which a more detailed andprescriptive post-registration training andlearning (PRTL) regime plays a key part, andin which a revised PQ framework makes animportant contribution.

Under the new registration rules, we will seekmore detailed evidence of compliance withPRTL requirements from a proportion of socialworkers following renewal of registration.

Strategic aim 3


The GSCC has a significant part to play inproviding expertise, evidence and advice toshape developments in the social care sectorto improve the quality of practice in order toprotect the public.

The Social Work Task Force and Social Work Reform Board

We provided detailed submissions to the TaskForce outlining ways in which betterregulation could support the reform of thesocial work profession. We were then invitedto participate in the work of the Reform Boardand all of its sub-groups. We have offeredadvice about how regulatory arrangementscan be changed to support improvements ininitial training, to make successful completionof an ‘assessed year in employment’ thegateway to full registration, and how theproposed new standard for employers can linkwith the GSCC code of practice for employers.In the longer term, we have been asked tosupport work on developing a licence topractice system of registration.

Engagement with social workers and users of services

People with experience of social work servicesare involved in key areas of the GSCC’s workand the involvement strategy has beenincorporated into work plans for all teams forthe year 2010-11. In August 2009 we recruitedan Involvement Adviser to develop links withpeople who use services so that we are ableto consult with them in our work and invitethem to participate in our events.

A number of events have been set-up to givestaff the opportunity to meet people who useservices and social workers. This is a powerfulway of increasing understanding of job roles,extending the concept of public protectionand enhancing work satisfaction. For example,we have set up informal discussions for staffwith a speaker presenting service-user orsocial worker perspectives. GSCC staffmembers are interested in the people weaim to protect, and this is an excellent basefor developing future initiatives.

More specifically, we have sought to increaseour understanding of the impact ofregulatory processes by bringing people withexperience of children’s social work into ourRegistration team development day. We havealso held focus groups with people withexperience of being looked after; of mentalhealth services and of services for olderpeople, in order to develop proposals forchanges to the GSCC website.

We work with a pool of people who haveexperience of social work services to supporthigher education institutions offering thedegree in social work. These people areactive in attending inspection visits alongsideGSCC Inspectors as part of the approval/re-approval process for social work courses.As part of a new initiative, they haverecently completed training to enable themto take part in annual higher educationalinstitution monitoring visits as well.

To act as a strategic leader in social care, working in partnership with othersto inform the debate and research on social care and regulatory policy.

Strategic aim 4


Social Work ConnectionsSocial Work Connections is the GSCC’sregistrant e-newsletter, which is sent to allRegistered Social Workers and students forwhom we have accurate email addresses. Itgets delivered to over 50,000 people eachquarter. In 2009-10 (June, September andDecember 2009 and March 2010 issues) thenewsletter was read by 32 per cent ofrecipients, which is at the top end of theindustry average for a membership e-newsletter, rather than one that peopleactively sign-up to receive.

User-generated content is provided in theform of comments being posted on articles.Personal case studies from social workersand students are particularly well-received byreaders, with many comments generated. InDecember 2009 we conducted a readershipsurvey which confirmed that recipients readmost issues, were happy with the frequencyof issues and felt that the articles wererelevant to them. From March 2010 wedecided to focus more specifically on GSCCnews and wider social work issues that areof relevance to the GSCC and social workers.

In each issue we also conduct an online poll,which attracts high levels of response. Thepolls act as a forum for registered socialworkers and students to express theiropinions on a range of issues fromwhistleblowing through to assessment ofplacements, and we publicise the resultswhich are used to inform our work.

GSCC websiteWe have begun to redevelop the GSCCwebsite. Focus groups were held with serviceusers, social workers and HEIs to inform thetype of features and content that thesegroups needs.

Employer engagementOver the course of 2009-10 we have begunto develop a programme of engagement withemployers through individual meetingsacross the country and presentations atemployer group forums. The focus has beenlargely on local authorities, but has alsoencompassed the private and voluntarysector. These have proved valuable methodsfor engaging with employers and for raisingthe profile of the GSCC in England’s regions.Our discussions have focused on codes ofpractice for employers and employees,registration, conduct, social work trainingand educations and post-qualifying learning.

The GSCC Annual Conference 2009The 2009 GSCC annual conference, ‘socialwork: a profession to be proud of’, attracted arange of influential speakers from Government,other social care organisations and the media.Speakers and delegates came together todiscuss the future of the profession andexplore ways to improve the status of socialwork. Evaluation of the success of the eventindicated high levels of satisfaction, with 78 per cent of survey respondents rating theconference as excellent or very good.

Strategic aim 4

“I find the SWC really interesting reading and it helps to keep me informedof what is going on in social work as much of my time is spent in a NHSservice. Keep up the good work.” Social Work Connections reader


There has been an independent review ofour governance arrangements. The outcomesof this have helped us to improve the waywe work and is aiding progress towards ourpriorities. We have successfully recruited anew Chief Executive Officer and executivemanagement team.

Performance management

There has been an overhaul of the way thatperformance is managed and reported to theGSCC Council and the Department of Health.The Performance and Customer Servicesteam has worked hard to strengthen thequality of reporting. We report conductfigures to the GSCC Council and theDepartment of Health on a weekly basis.There is still much work to do in this areabut both the Council and the Department ofHealth have noted a marked improvement.

We have improved our efficiency through theimplementation activity of a web-based HRManagement Information System (HRMIS)which commenced in September 2008. Todate, the following key achievements havebeen partially realised across the GSCC:

• provision of a single source of HRemployee data, improved data quality andreduced data handling

• process automation• reduction in resource and associated costs

required to deliver transactional HRservices

• improved customer service and supportfrom HR service

• modernisation of HR services

• improved HR related managementinformation

• a more proactive, preventative approachto the management of staff welfare

• improved employee control over personaldata.

From April 2010 we will focus on extendingthe HRMIS system across the GSCC. This willprovide strategic benefits including themodernisation of HR services to supportculture change and improving the delivery ofthe HR service across the organisation.

MyGSCC

The use of our online portal for registeredsocial workers and social work students,MyGSCC, continues to help them providetimely updates to their registration details.During the year MyGSCC has processed over800 changes of employment records andapproximately 1,000 change of contactdetails. Over 6,000 annual payments havebeen submitted via MyGSCC during the year.We have witnessed an increase in the rate ofpayments submitted via MyGSCC in early2010, and this may indicate greaterconfidence in the process by registrants.During 2010-11 we will promote the use ofMyGSCC further in order to encourageincreased usage of the portal. We will alsofurther increase the number of self-serviceactivities available to registrants as part ofthis work. We are investigating ways offurther automating existing processes andlooking into introducing extra self-helpfacilities including telephone assistance.

Strive for excellence in delivery through continuous improvement and ensure the organisation is flexible and adaptable to change.

Strategic aim 5


Training and development

There has been significant investment intraining and development, which isequipping our staff to lead and support theinitiatives that are taking place in the GSCCand across the social care sector. Werecognise that the organisation is goingthrough a period of extreme change, and inorder to help staff deal with these changeswe have run a series of Managing Changeevents for Managers and Staff.

Equality and diversity

In December 2008 we launched the GSCCEquality Scheme 2008-2011 which sets outour three-year action plan for meeting ourduties and principles in relation to age,disability, gender, race, religion and belief,sexual orientation and transgender equality.

During 2009-10 we have continued to makegood progress on delivering our EqualityScheme. In particular:

• we have launched a CommunicationsHandbook providing detailed guidance toour staff on producing accessiblecommunications and writing in plain English

• we publish our codes of practice for socialwork employers and social work employeesin 30 languages and in a variety ofaccessible formats such as large print,easy read, makaton, audio and pictorial

• all publications can be made available inalternative formats on request

• our website redevelopment plans havebeen influenced by focus groups held with

people who have mentioned variousaccessibility requirements and will draw ontheir feedback in the forthcomingredevelopment of the GSCC website

• we have continued to provide equality anddiversity training to our staff. 43 membersof staff received this training this year(11 managers and 32 staff )

• we have completed accessibility audits atboth of our offices and made reasonableadjustments where necessary

• we have carried out monitoring and desk-based research to build up our evidencebase about the demographic profile anddiffering needs of our various stakeholders.This information has strengthened ourequality impact assessment capabilities

• we have co-published a ‘Grow your ownsocial workers’ best practice guide toencourage social care employers to adoptsponsorship schemes that support theirstaff to study for a social work degree.There is evidence that such schemes helpto tackle age and gender inequality byremoving financial barriers that wouldotherwise prevent many mature people,particularly men, from studying to be asocial worker

• we have worked with other professionalregulators and children’s workforceorganisations to share best practice andexplore possibilities for working togetherto consult with equality groups and shapestrategic action

• we have commissioned and publicisedfurther equal opportunities monitoring ofprogression rates amongst social workdegree students. The inequalities revealedby this monitoring informed our recent

Strategic aim 5


decision to require higher educationinstitutions to report to us next year withthe findings of their equality impactassessments about student selection andprogression.

Further information about the work the GSCCis taking to promote equality and valuediversity can be found athttp://www.gscc.org.uk/About+us/Equality+and+Diversity/

Freedom of Information

In 2009-10 we responded to 41 requests forinformation under the Freedom ofInformation Act and 61 data subject accessrequests under the Data Protection Act.

Complaints

The new complaints policy was launchedMarch 2010. This more customer-focussedapproach to complaint handling reflects bestpractice and is written from the customer’spoint of view, making it easier for thecustomer to complain and helping the GSCCto resolve their concerns more efficiently.

The main issues that arise to complaints arelack of communications when dealing with areferral and disagreement with decisionsmade by the GSCC. Work is taking place toreview our processes and look at how wecommunicate with customers when dealingwith a referral. Further work will take placethroughout the year to review and improvethe GSCC’s customer service offer.

Number of complaints received andoutcomes, 2009-10 and 2008-09

2009-10 2008-09

ComplaintsReceived

154 158

Upheld 37 55

Partially Upheld 47 43

Not Upheld 70 60

Strategic aim 5

2009-10

2008-09

� upheld� partially� upheld� not

upheld


There has been a slight decrease in the totalnumber of complaints received.

Number of complaints received by servicearea, 2009-10 and 2008-09

There has been a decrease in the number ofcomplaints relating to our Registrationfunction. However complaints relating toConduct have increased by over 50 per cent,which partly reflects increased volumes ofwork but also the need to improve ourcommunications when dealing with referrals.

Internal communications

In 2009 we conducted staff focus groups tomeasure the effectiveness of our internalcommunications. The results of these havebeen used to devise an internalcommunications action plan launched inMarch 2010. The internal communicationsaction plan is intended to promote bettercommunications across the organisation sothat staff feel well informed and valued. Itincludes measures such as standardising teambriefings across the organisation, putting inplace a formal system to cascade information,

a regular staff blog by the chief executive, andonline forums for staff to discussorganisational issues. We are also planningto hold two sets of staff events each year toinvolve staff in shaping the organisation’spriorities. We will use staff feedback on theeffectiveness of the internal communicationsaction plan to continue to improve our staffengagement work in the future.

2009-10 2008-09

Registration 64 113

Conduct 76 34

Other servicearea

14 11

Strategic aim 5

Part three:GSCCAccounts2009-10



ManagementCommentary

For ease of cross referencing to the primaryFinancial Statements and the Notes to theAccounts presented later in the AnnualAccounts section of the report, referenceshave been included where appropriate andare shown in []. The cross references relatingto the Financial Statements are:

• [SFP] for Statement of Financial Positionas at 31 March 2010;

• [SCF] for Statement of Cash Flows forthe year ended 31 March 2010;

• [NEA] for Net Expenditure Account forthe year ended 31 March 2010.

The cross references used in relation toinformation shown in the Notes to theAccounts are identified by reference to the Note number, for example [N4] for theinformation on Education Support Grants.

Financial position

Government grantsGSCC is funded predominantly by itssponsoring department, the Department ofHealth (DH) with various Grants in Aid.

In 2009-10 the GSCC had access to £43.075m(2008-09 £42.648m) DH grants as detailedbelow:

The ESG was all drawn down in full. Only £700k (2008-09 £575k) of the capital grant wasaccessed.

Financing and income

Table 1

Grant Type

Education support grants (ESG)

Capital grants

Support management and administration

2009-10

£000s

26,596

800

15,679

2008-09

£000s

25,979

1,100

15,569


All these grants were drawn down in fullexcept Next Groups of which only £1.296m(2008-09 £3.900m) was accessed making thetotal value of grants accessed £40.371m[SCF] (2008-09 £43.777m). This was toensure that the GSCC did not exceed its cashholding limit at the end of the financial year.

Following the CHRE review the Governmentannounced that it had put on hold itsintention that the GSCC should registerresidential and domiciliary social workers.

To support the conduct recovery andtransformation plan that was approved byDH in July 2009, the Next Groups grant wasdiverted to fund this activity.

The £15.679m (2008-09 £15.569m) support management and administration grants compromisedof four grants:

Table 2 Support management and administration Grants

Core to fund operational activity

Conduct Specific to meeting increasingactivity volumes

Four Countries Specific to meet theoperational costs of the on line registrationsystem

Next Groups Specific to support operationsin opening the register to domiciliaryworkers

Transitional funding

2009-10

£000s

8,529

2,600

650

3,900

N/A

2008-09

£000s

8,529

1,800

650

3,900

690

Management Commentary


Non-grant IncomeIn addition to Government grant, the DHallows the GSCC to retain registration feeincome from the qualified social workers andstudents, and income from recharges and

fees. For 2009-10 the GSCC projection fromthis was £3.075m. The actual non-grantincome receivable [N8] totalled £3.391m(2008-09 £3.652m) and was made up of:

As expected from the closure of the old stylepost qualifying courses at the 31st March2007 the income from student records fellagain from £0.017m in 2008-09 to zero in2009-10. Income from registration of socialworkers and social work students is now at

a stable income base of £2.5m, as theregistration base of qualified social workers,the largest registrant group, is now relativelyconstant with new registrants joining beingoffset by those leaving the service.

Table 3 GSCC income

Social Worker registration fees

Student fees post qualifying

Rentals from operating leases

Recharges to devolved social care authorities

Other operating income

2009-10

£000s

2,533

–

571

266

21

2008-09

£000s

2,570

17

308

659

98



Table 4 above shows how the GSCC plannedto utilise the £43.075m of DH grants andexpected non grant income of £3.075m foroperational (including transformation)activity, capital activity and distribution toHigher Education Institutes as ESG comparedwith the actual outturn.

GSCC’s gross costs [NEA] in 2009-10 was£47.811m (2008-09 £47.778m) and includedthe following items not shown in table 4.

Table 5 Non cash items

Depreciation

Provision

Pensions current and past service costs

Return on Pension Scheme Assets

Total Operating Expenditure

2009-10Outturn

£000s

2,191

383

(340)

311

2,545

2008-09Outturn

£000s

2,007

–

78

218

2,303

Table 4 Activity budgets

Operating activityDistribution of ESG

Total Operational activities

Capital activity

Total Cash Expenditure

Budget

£000s

18,72326,596

45,319

831

46,150

Outturn

£000s

18,69626,570

45,266

914

46,180

Variance

£000s

(27)(26)

(53)

83

30

2008-09

Outturn

£000s

18,08327,392

45,475

986

46,461

Expenditure

2009-10



Education Support GrantsPayments made on education support grants[N4] decreased to £26.570m in 2008-09 from£27.392m in 2008-09. The actual spend wasslightly less than the budget of £26.596m in

part due to closing DipSW programmes andpost qualifying consortia returning unspentfunds of £0.066m. The funding was utilisedas follows:

Table 6 Distribution of ESG

To higher education institutions to support practice learningopportunities for social work degree courses

To higher education institutions to support the involvement ofpeople who use services and carers in the design and delivery of the social work degree

Payments to voluntary organisations supporting members of staff to undertake the social work degree

Return of unspent funds

Total Operating Expenditure

2009-10Outturn

£000s

25,575)

702)

359)

(66)

26,570)

A comprehensive statement on the GSCC’sinternal control forms part of these Accounts.The statement covers the scope ofresponsibility of the GSCC’s AccountingOfficer, the purpose of the system of internal

control, the GSCC’s capacity to handle risk,the GSCC’s risk and control framework, areview of the effectiveness of internal controlin the year, and any significant internalcontrol problems that have occurred.

Risk and uncertainty



The GSCC is audited by the Comptroller andAuditor General. The Chief Executive, asAccounting Officer, has responsibility toensure that there is no relevant auditinformation of which the auditors areunaware and has taken all necessary steps

to make herself aware of any relevant auditinformation and to establish that the GSCC’sauditors are aware of this information.

The GSCC employs Moore Stephens LLP toprovide internal audit services.

Auditors

The GSCC complies with the Confederation of British Industry’s (CBI’s) Better PaymentPractice Code. Unless the amounts chargedare considered to be wrong, the GSCC’spolicy is to settle invoices within contractualperiods, and in the absence of contractualprovisions, within 30 days of the date ofreceipt of goods and services or receipt of a valid invoice, whichever is later.

For invoices received between 1 April 2009and 31 March 2010, 96 per cent (2008-09 94per cent) of invoices by number were paid inaccordance with these terms. No claims werereceived from suppliers for statutory interestunder the Late Payment of Commercial Debts(Interest) Act 1998.

Payment of creditors

The GSCC has adopted principles ofopenness and participation in its organisationand places a high level of importance onboth informing and consulting staff. It doesso by providing access to Council papers andmanagement minutes, through oral andwritten briefings and by staff meetings.Information is only withheld where this can

be shown to be justified or where a duty ofconfidence is owed to a third party, inaccordance with the Data Protection Act 1998.

The Council has a formal recognitionagreement with the Unite trade union, throughwhich staff are informed and consultedabout all aspects of their employment.

Employee policies

Penny ThompsonChief ExecutiveDate: 2 July 2010



Remunerationreport

The Companies Act section 234B andschedule 7A include requirements for thedisclosure of information about directors’remuneration. These requirements areinterpreted in HM Treasury’s FinancialReporting Manual (FReM) (paras 7.2.16-23)and are covered in the paragraphs below.

GSCC has operated its existing pay andgrading framework since 2004/05. It wasbased on a performance-related pay (PRP)principle, that those who contribute more tothe organisation by achieving stretching,challenging and business-focused objectiveswould receive greater reward through anannual assessment and related incrementalrises.

As a NDPB, GSCC is responsible for thedesign and implementation of its own payand reward structure. However it is to benoted that this is the case so long as thestructure which is implemented is aligned tothe Civil Service Pay Guidelines, which covernot only the structure itself, but also the basison which pay awards can be made, and howthe overall payroll costs are to be managed.

Authority to negotiate on the pay award for2009/10 was given on the basis that GSCChas committed to reviewing its pay structureto bring it more closely into alignment withthe Civil Service Pay Guidelines and thereview is a precondition of the presentationof any future pay remit to the Department ofHealth. Subsequently in March 2010, thecurrent process of awarding incremental rises

and non-consolidated pay points based onperformance assessment was suspended,pending negotiations with the Trade Unionwho have collective bargaining rights, at thisstage this is only intended to apply to the2010/11 pay settlement, whilst the full reviewof the Pay and Grading Framework takesplace.

The general contract of employment for GSCCstaff is not time limited. The notice periodson appointment for staff are 4 weeks, 8weeks or 12 weeks depending on theirgrade. Notice periods for staff increase onthe anniversary of their appointment up to a maximum of 12 weeks.

The average number of working days lostdue to sickness was 10 days per full timestaff member.

The majority of the GSCC’s employees areeligible for membership of the LocalGovernment Pension Scheme (LGPS) via anadmission agreement with Essex CountyCouncil Pension Fund. The scheme is a multi-employer defined benefit scheme. The GSCChas implemented Financial Reporting Standard17, retirement benefits in full. Note 20 to theAnnual Accounts provides full details.Information on the remuneration of staff iscovered in Note 5 to the Annual Accounts.


As required by the FReM, GSCC has providedin the three tables below information on thesalary and pension rights of named individualswho are the “most senior managers” of theGSCC, and the Council members.

Senior managers at the GSCC who arepermanently employed have the standardterms and conditions of employment as forother staff. All permanently employed seniormanagers have open-ended contracts until

they reach the normal retirement age of 65 years. All permanently employed seniormanagers have notice periods of 12 weeks.There is no provision made in the accountsfor early retirement of senior managers. Nopermanently employed senior managersreceived benefits in kind.

The information in the table below has beensubject to an external audit.

Remuneration of Chief Executive and Senior Managers

Table 7 Permanently employed Senior Managers

Staff name and date ofappointment

Mike Wardle (Left 04/11/09)

Lin Hinnigan(Left 11/01/10)

Richard Healey(Death inService02/07/09)

Heather Wing(Left 09/04/09)

Remunerationyear ended31/03/10

£’000

90 – 95

75 – 80

25 – 30

0 – 5

Real increase/(decrease) in accruedpension andlump sum over year

£’000

N/A

Total accruedpension at31/3/10 andrelated lumpsum

£’000

N/A

CETV* at31/3/09(nearest £000s)

£’000

807

12

9

N/A

CETV* at31/3/10(nearest £000s)

£’000

853

34

N/A

N/A

Real increase/(decrease) intransfer valueover year net of adjustmentfor marketconditions(nearest £000s)

£’000

N/A

* CETV – cash equivalent transfer values

Remuneration report


Table 7 shows the cash equivalent transfervalue (CETV) accrued at the beginning andend of the reporting period. Also shown isthe increase in CETV effectively funded bythe employer. It takes account of theincrease in accrued pension due to inflation,contributions paid by the employee

(including the value of any benefitstransferred from another pension scheme or arrangement). A CETV is the actuariallyassessed capitalised value of the pensionscheme benefits accrued by a member at a particular point in time.

Pension entitlements of permanently employed Chief Executive and Senior Managers

As required by FReM 7.2.21 (l) details ofamounts payable to third parties for services

of interim senior managers are disclosed inthe table below.

Interim Senior Managers

Table 8

Third Party

Gatenby Sanderson Ltd

Solace enterprises Ltd

David Clark

John Fraser

General Medical Council

Paul Snell

Senior Manager

Hilary Lloyd*

Ron Alker**

David Clark**

John Fraser+

Paul Philip++

Paul Snell++

Dates to/from

01/04/09 – 31/03/10

10/07/09 – 30/11/09

30/11/09 – 31/03/10

04/01/10 – 31/03/10

21/07/09 – 30/09/10

01/10/09 – 31/03/10

Cost (£000s)

221

86

50

42

52

154

* Director of Regulation** Director of Corporate Resources

+ Director of Strategy++ Acting Chief Executive

Remuneration report


Table 9 Chair of Council and Council Members

Varley, R (chair)

Bostan, H

Butler, T *

Crawford, J

Currie, R

Henwood, M

Knight, J

Leadbetter, M

Marsh, H

Mcclimont, W

Prince, D

Ratcliffe, G

Tate, J

Tompsett, H **

Appointment Start/End date

Started 01/11/08

Ended 31/03/10

Started 13/10/05

Started 01/09/09

Started 01/09/09

Started 01/05/02

Ended 31/07/10

Ended 30/04/09

Ended 31/08/09

Ended 31/08/09

Started 03/09/07

Started 01/09/09

Started 01/09/09

Started 01/09/08

Remuneration2009/10

£000

45 – 50

5 – 10

10 – 15

0 – 5

0 – 5

5 – 10

0 – 5

0 – 5

0 – 5

0 – 5

5 – 10

0 – 5

0 – 5

10 – 15

Remuneration2008/09

£000

15 – 20

0 – 5

5 – 10

N/A

N/A

5 – 10

0 – 5

5 – 10

5 – 10

5 – 10

5 – 10

N/A

N/A

0 – 5

* Received payment of £6,890 for activities other than as a Council Member** Received payment of £3,577 for activities other than as a Council Member

The remuneration for members of the Councilis determined by the Secretary of State. TheChair of Council is appointed for a three yearterm and Council Members for up to four yearterms. Both the Chair and Council Memberscan be re-appointed for an additional term.

There is no notice period for the Chair orCouncil Members. Members of the Council arepaid by the GSCC. Members of the Council donot receive a pension. The table below showsdetails of remuneration of members ofCouncil during 2009-10 and 2008-09.

Remuneration of GSCC Council Members


Remuneration report


General Social Care Council Accounts 2009-10

Under Section 18 of Schedule 1 to the CareStandards Act 2000, the General Social CareCouncil and the Chief Executive as AccountingOfficer are required to prepare a statement ofaccounts for each financial year in the formand on the basis directed by the Secretary of State for Health, with the consent of theTreasury. The accounts are prepared on anaccruals basis and must give a true and fairview of the GSCC’s state of affairs at the yearend and of its surplus/deficit, changes intaxpayers’ equity and cash flows for thefinancial year.

In preparing the accounts, the GSCC and theChief Executive as Accounting Officer arerequired to:

• observe the accounts direction issued bythe Secretary of State with the consent ofthe Treasury, including the relevantaccounting and disclosure requirements,and apply suitable accounting policies ona consistent basis;

• make judgements and estimates on areasonable basis;

• state whether applicable accountingstandards as set out in the GovernmentFinancial Reporting Manual have beenfollowed, and disclose and explain anymaterial departures in the accounts; and

• prepare the accounts on a going concernbasis.

The Accounting Officer for the Department of Health has appointed the Chief Executiveas the Accounting Officer for the GSCC. TheChief Executive’s relevant responsibilities asAccounting Officer, including responsibility for the propriety and regularity of the publicfinances for which they are answerable andfor the keeping of proper records, are setout in the non-departmental public bodies’Accounting Officer Memorandum issued bythe Treasury and published in ManagingPublic Money.

Statement of the GSCC’s and Chief Executive’s Responsibilities


1. Scope of responsibility

As Accounting Officer, I have responsibilityfor maintaining a sound system of internalcontrol that supports:

• the obligations laid down, or arising from,the Care Standards Act 2000, which setsout the constitution, general powers andduties of the GSCC;

• the GSCC Management Statement andFinancial Memorandum, which was agreedin September 2002 by the Minister ofState for Community Care. It sets out thebroad framework within which the GSCC isexpected to operate, including how theGSCC is to be held to account for itsperformance. The document coversresponsibilities and accountability;planning, budgeting and control; andexternal accountability;

• the achievement of GSCC’s policies, aimsand objectives; whilst

• safeguarding the public funds and assetsfor which I am personally responsible,in accordance with the responsibilitiesassigned to me in Managing Public Money.

I was appointed as Accounting Officer of theGSCC on 31 March 2010. During the financialyear 2009-10, there had been three ChiefExecutives in post as follows:

Mike Wardle was the substantive ChiefExecutive until 20 July 2009. As reported inthe GSCC’s Annual Report and Accounts2008-09 the substantive Chief Executiveidentified, and alerted Government, that abacklog of referrals to our conduct service,some of which had not been adequately riskassessed, was building up. This was a matterof extreme concern to the Council and theDepartment of Health. The Councilsuspended the substantive Chief Executiveon 20 July 2009, pending an investigation.Following a disciplinary hearing Mike Wardlewas dismissed on 4 November 2009.

Paul Philip was Acting Chief Executive andAccounting Officer of the GSCC from 21 July2009 to 30 September 2009. Paul Philip’spriority was to provide leadership regardingimproving the effectiveness of the processesof the GSCC’s conduct function, whichconsiders issues or complaints relating tothe suitability of applicants for registrationas social workers and the conduct ofregistered social workers. He reported to aclosed session of the Council in August 2009on the issues he had identified and theremedial action and associated prioritiesrequired. The Council acknowledged thefindings and started receiving updates onthe improvements to the effectiveness of the conduct processes.

Statement on Internal Control



Paul Snell was Acting Chief Executive andAccounting Officer of the GSCC from 1October 2009 to 30 March 2010. His prioritieswere to continue the work started by PaulPhilip, to deliver the conduct transformationplan; to respond positively to, and act upon,the findings and recommendations in theCHRE Report; to improve performancemanagement within the organisation andensure proper accountability to the Chair andCouncil of the GSCC; and finally to work withthe other stakeholders to enhance GSCC’sservices for the protection of the public.

2. The purpose of the system of internal control

The system of internal control is designed tomanage risk to a reasonable level ratherthan to eliminate all risk of failure to achievepolicies, aims and objectives; it can thereforeonly provide reasonable and not absoluteassurance of effectiveness.

The system of internal control is based on acontinuous process designed to identify andprioritise the risks to the achievement ofGSCC’s policies, aims and objectives; toevaluate the likelihood of those risks beingrealised and the impact should they berealised; and to manage them efficiently,effectively and economically.

The system of internal control has been inplace in the GSCC for the year ended 31March 2010 and up to the date of theapproval of the Annual Report and Accountsand accords with Treasury guidance.

3. Capacity to handle risk

The Management Statement and FinancialMemorandum sets out the arrangements forsponsorship by the Department of Health(DH). From September 2009, following theconcerns about the Council’s conduct servicewhich had been reported to Ministers, DHheld monthly accountability meetings withthe Chair and Chief Executive in place of thenormal quarterly meetings, and receivedweekly reports on the progress made by theCouncil in recovering from the criticalsituation which had been identified.

In addition, frequent contact with officialsfrom both the DH and other Departments,particularly the Department for Education,with which the GSCC works closely in orderto ensure that the GSCC’s operations reflectchanged priorities and objectives in relationto the social care workforce, continued.Officials from the DH and DCSF attend theGSCC’s Council meetings. The DH receives thepapers of the Audit Committee of Council.

Ministers are involved in the management of risk through the approval process of theGSCC’s annual Business Plan 2009-10 andthe three-year Corporate Plan 2009-10 to2011-12, in accordance with the agreedManagement Statement. The Corporate andBusiness Plans include sections onaccountability and governance, managementof strategic risks and sensitivity analysistogether with a copy of the GSCC’s strategicrisk register. The section on management ofrisks explains the components the GSCC hasin place to deliver a risk managementframework that allows early identification ofrisks and appropriate risk control measuresto be put in place.



The Audit Committee reviews, on behalf of theCouncil, the establishment and maintenanceof an effective system of internal control andrisk management. The Committee reviews theadequacy of all risk and control relateddisclosure statements, together with anyaccompanying internal audit statements,prior to endorsement by the full Council.

As the Chief Executive and Accounting Officer,I am fully responsible for the day-to-daymanagement of the GSCC and for having inplace effective systems of risk managementand internal control. I am accountable toParliament and to the Principal AccountingOfficer of the Department of Health for theefficient management and overallperformance of the GSCC.

The internal audit strategy and annual auditplan are sent each year to the Head ofInternal Audit at the Department of Health.

The Chief Executive attends Audit Committeeand Council meetings, and has ultimateresponsibility for all reports that aresubmitted to them.

The Director of Corporate Resources is thedesignated Risk Management Co-ordinator forthe GSCC with responsibility for leadership onthe effective delivery of risk managementand internal control. Throughout 2009-10, thesuccessive Directors chaired regular, usuallymonthly, meetings of the Risk ManagementWorking Group (RMWG), comprising heads ofservice from each of the directorates. TheRMWG reported its observations to theExecutive Management Team (EMT) and tothe Audit Committee. The Corporate RiskRegister was also considered at LeadershipTeam meetings, comprising all heads ofservices and EMT. The programmes and

projects undertaken by the GSCC includeboth an assessment of initial risk andcontinuing risk management.

In January 2010 the Council initiated a reviewof its governance arrangements, with supportfrom external consultants. At a meeting inMarch 2010 the Council took some keydecisions on how the governance of theorganisation should be strengthened, andthese new arrangements – along with someconsequential changes to relevantdocumentation such as the Scheme ofDelegation – are being implemented in 2010-11.

An internal audit report on Decision Making,submitted in February 2010, makes a numberof recommendations for improving thedocumentation of decision-takingresponsibilities and reporting and escalationprocesses. The report also observed that theorganisation’s risk appetite had if anythingdropped too low – however understandably– in the wake of concerns over the conductfunction. The report’s recommendations arebeing implemented in the context of thechanges arising from the Council’s review ofgovernance and the appointment of the newExecutive Management Team.

4. The risk and control framework

The GSCC’s Risk Management Strategy setsout the key features of the risk managementframework and provides guidance for staffon their role in the process. GSCC has a two-tier risk management structure comprising astrategic risk register, which identifies risksto the organisation as a whole, and acorporate risk register, which identifies risksto delivering key aims and objectives set outin the Business Plan.



Both the strategic and the corporate riskregisters are available to staff on GSCC’sintranet. The registers identify risk ownersand control actions along with progress andnext steps on these. Version control recordsrevisions and updates to the register, allowingrisk owners to identify and respond todevelopments easily and in a timely fashion.

Risks are identified in a variety of ways,including by general and continuing review ofoperations, evaluation of new opportunitiesand developments and by assessment ofcomplaints and incidents. All the reports tothe Executive Management Team and to theCouncil and its committees include a section,within the standard report template, on riskimplications.

Other regular reports, such as performanceindicators, summaries of customer complaints,and budget monitoring are produced for EMTmeetings, Council meetings and for discussionat accountability meetings with the GSCC’ssponsor department. At each meeting, theCouncil receives performance and budgetinformation to enable it to scrutinize moreeffectively the work of the organisation.

Where specific, significant activity requires it,the GSCC establishes a project managementstructure to oversee and monitor progress.

In March 2010 the Audit Committee reviewedthe Council’s risk management and assuranceframework, together with the current strategicrisk register. The Committee recommended tothe Council, and the Council approved, arevised framework which provides for atighter focus on the most critical strategicrisks to the effective delivery of the Council’spublic protection objectives, and a strongerand clearer line of accountability through theExecutive Directors for the management ofthese risks. The Audit Committee will

systematically review each of the strategicrisks twice a year as part of a deep dive andDirectors will be required to provide theChief Executive with an assurance statementtwice a year. These arrangements are beingimplemented in 2010-11.

Information assuranceProgress against the DH relevant guidelinesto its ALBs on the standards required forinformation security were reported to theAudit Committee in June and November 2009and March 2010. The DH ALBs are settingobjectives against a variety of informationassurance measures and the GSCC is makinggood progress towards its agreed targets.Further reviews are planned with DH toprogress these measures.

The Accounting Officer has overallresponsibility for ensuring that informationrisks are assessed and mitigated to anacceptable level. A Senior Information RiskOwner (SIRO) supports this responsibility, inaccordance with Cabinet Office requirements.The SIRO is an Executive Director whose roleis to lead and foster a culture that values,protects and uses information for the publicgood and advises the Accounting Officer onthe information risks.

An internal audit on Data Handling andSecurity was undertaken as part of the 2009-10 audit plan. In the final report the internalauditors acknowledged that considerablework has been undertaken to improve theinformation handling and securityarrangements in place at the GSCC. Thisincluded the development of a documentaryframework and it was noted that there wasconfidence amongst officers that escalationprocedures to report serious untowardincidents relating to data leaks operatedeffectively. However, the internal auditorsalso commented that due to a lack of



continuity of staff during the year, includingthe role of SIRO, as much progress as mighthave been expected with regards toinformation security had not been achieved. I am pleased to confirm that we now have afully staffed, permanent top team and thatthe role of SIRO is being fulfilled by theCorporate Director of Resources.

We have established procedures to assist inthe identification of incidents and thepotential risk of incidents.

Personal data related incidentsWe had two one-off adverse data securityincidents during the year. These werereported to the Audit Committee and to DHin June and July 2009, to Council in July 2009and were included in our previous AnnualReport and Accounts 2008-09. The first ofthese incidents was categorised by DH asthe lowest grade and some changes toprocedures have been put in place to ensurethat this will not recur. The second one-offincident was assessed as medium grade andas a result we made a number of changes toensure we learn from this mistake. This hasincluded the introduction of new qualitychecking procedures for material beingreturned to our applicants or registrants andthe implementation of refresher training inthis area of work with our staff.

5. Review of effectiveness

As Accounting Officer, I have responsibilityfor reviewing the effectiveness of the systemof internal control. My review of theeffectiveness of the system of internalcontrol is informed by the work of theinternal auditors and the executive directorswithin the GSCC who have responsibility forthe development and maintenance of theinternal control framework, and commentsmade by the external auditors in their

management letter and other reports. I havebeen advised on the implications of theresult of my review of the effectiveness ofthe system of internal control by the Council,the Audit Committee and a plan to addressweaknesses and ensure continuousimprovement of the system is in place.

My review is informed in a number of ways:

Internal Audit: The head of internal auditprovides me with an opinion on the overallarrangements for gaining assurance throughthe Assurance Framework and on thecontrols reviewed as part of the internalaudit work. In the 2009-10 Annual Report thehead of internal audit provided the followingassurance for the year:

2009/10 has been a challenging year for theGSCC. The concerns raised around theeffectiveness of the processes within theconduct function, and the work undertaken inthe year to address these, has impacted widelyacross the organisation particularly in termsof pressure on resources. This has led to acommon thread arising from our audit reports,for example recommendations from prior yearsin key areas not having been implemented dueto resources being effectively redirected fromother areas to focus on conduct related issuesas well as the number of staff changes. Animpact has also been seen on decision makingprocesses and increased risk tolerancelevels. Throughout the year, there has beensignificant reliance on a succession of interimappointments in Executive ManagementTeam posts and other management posts.Although the GSCC has made efforts tomitigate the risk through appropriatehandover arrangements, this potentiallyrepresents a significant internal control issue,particularly around loss of corporateknowledge, continuity and maintenance ofthe risk and control framework.



Overall it is clear that these issues do notenable us to fully provide a positivereasonable assurance on the overalladequacy and effectiveness of the GSCC’srisk management, control and governanceprocesses during 2009/10. Whilst this is thecase, we feel assured that the ongoing risksand issues faced are being appropriatelymanaged with an appropriate reportingmechanism up to Council.

The Department of Health assesses theeffectiveness of the GSCC’s internal auditarrangements by scrutiny of the audit plansand reports prepared by the GSCC’s internalaudit contractor on future and past activity.Once these plans and reports have beenapproved by the GSCC’s Chief Executive andAccounting Officer, they are forwarded to theHead of Internal Audit at DH in compliancewith the Management Statement. The auditplan 2009-10 was approved by EMT and thenconsidered by the Audit Committee at itsmeeting on 5 June 2009.

All internal audit recommendations arelogged and tracked and any outstandingactions are closely managed. Progress isreported regularly to the Audit Committeeand formal sign off is obtained from theresponsible officers, together with supportingdocumentation.

The Director of Corporate Resources is thedesignated lead officer for the AuditCommittee and is also the Risk ManagementCoordinator.

Executive Management Team (EMT): Executivedirectors who have responsibility for thedevelopment and maintenance of a system ofinternal control in their areas of work provideme with assurance. The Assurance Frameworkitself provides me with evidence that the

effectiveness of controls that manage therisks to the organisation achieving itsprinciple objectives have been reviewed.

I chair the GSCC’s EMT meetings, whichpreviously met twice a month and from April2010 meets weekly. EMT considers allstrategic and policy issues affecting theGSCC’s delivery of its aims and objectives.EMT has collective responsibility for thefinancial, performance and risk managementof the organisation. With regard to riskmanagement, EMT considers the riskimplications of all proposals that are broughtbefore it for consideration and decision. TheCouncil’s Risk Management Policy includesthe provision of an Annual Risk Statement.The statement is presented by the Director ofCorporate Resources to the Annual RiskMeeting of the Executive Management Team.The Annual Risk Meeting for 2009-10 tookplace on 23 February 2010.

Agendas and minutes of all EMT meetings,including the Annual Risk Meeting, arepublished on the GSCC’s Intranet and areavailable to all staff.

Risk Management Working Group (RMWG):The RMWG provides additional high levelcross-directorate assurance. The RMWG’sprimary concern is to review and assess thecurrent status of risk management throughoutthe organisation and to make an assessmenton whether or not the group feels that whatis in place is adequate. The future of thegroup was reviewed in the context of therevised risk management and assuranceframework and it has been agreed that, goingforward, individual directors will be requiredto manage risks to their directorate businessplan and the role of the group is thereforeredundant. In its place the Leadership Teamwill be called upon as necessary.



Audit Committee: The Audit Committee meetsat least three times per year. For 2009-10,the meetings were held on 5 June 2009, 29September 2009, 6 November 2009, and 10March 2010. The National Audit Office andthe internal audit provider may request thatthe Audit Committee meets additionally, ifthey consider that to be necessary. Theinternal audit providers (currently MooreStephens LLP) and the external auditors(NAO together with their outsourced providerDeloitte) meet with the members of the AuditCommittee separately (without GSCC officerspresent) immediately after each Junecommittee meeting.

Work plans for the year were constructed,and complied with, to ensure that all theresponsibilities in the terms of reference onwhich the Committee was to provide advicewere covered during the year. The work ofthe Audit Committee is detailed in the Chairof Audit Committees Annual Report 2009-10to Council and is a further source ofassurance for me. Papers considered by theCouncil are available to members of thepublic and can be located athttp://www.gscc.org.uk/About+us/Council+meetings.

The Audit Committee considered the AnnualReport and Accounts 2008-09 at its meetingson 5 June 2009, 29 September 2009 and 6November 2009. Approving and signing theAnnual Report and Accounts was deferred asa result of the suspension of the ChiefExecutive and subsequent changes related tothe conduct review by CHRE.

Paul Philip has provided a letter ofrepresentation regarding the period to 30September 2009 and Paul Snell for theperiod 1 October 2009 to 30 March 2010,which will enable me to sign the accounts as

the current Accounting Officer. NAO have alsoreported to the Audit Committee thatfollowing the completion of their audit, thatthey have not identified any material errorsin the 2009-10 accounts.

6. Significant internal control issues

As stated above and as reported at theGSCC’s Annual Report and Accounts 2008-09,Paul Philip was Acting Chief Executive of theGSCC from 21 July 2009 to 30 September2009 and Paul Snell from 1 October 2009 to30 March 2010. The substantive ChiefExecutive who had been in post over thefinancial year 2008-09 and during the firstquarter of 2009-10, identified, and alertedGovernment, that a backlog of referrals toour conduct service, some of which had notbeen adequately risk assessed, was buildingup. As this was a matter of extreme concernto the Council and to the Department ofHealth, the Council suspended thesubstantive Chief Executive on 20 July 2009,whilst we looked into how the issue arose.

The Chair invited the Council for HealthcareRegulatory Excellence (CHRE) to undertake areview of the conduct function and a limitedreview was conducted in November 2008.Following which, during the summer andearly autumn of 2009 the CHRE was askedby the Secretary of State to undertake acomprehensive review of the GSCC’s conductfunction.

The CHRE’s report was published on 4November 2009 and the Chair wrote to theSecretaries of State for Health and forChildren, Schools and Families to accept thefindings, conclusions and recommendations.The CHRE’s conclusions are outlined below:



ConclusionsThis review of the GSCC’s conduct function,its management and governance, reveals anorganisation looking in another direction.The GSCC’s focus on public protection wasnot as strongly expressed in its conductfunction as it should have been, possiblybecause it was giving greater attention to itsother statutory duties of developing andimproving social work education, establishinga register, and maintaining public confidencein social care services.

The GSCC’s conduct function was not effective,efficient or well governed. It needs to be ifthe professionalism of social workers is to beproperly supported and challenged to deliverthe highest possible practice standards.

There was a failure to appreciate properlythe public and organisational risks ofweaknesses in the conduct function, inparticular the consequences of the growingbacklog in 2007, and the impact on that ofthe decision in 2008 to stop referring casesbecause of financial difficulties.

There was a failure to manage effectively theoperation of the conduct team when it wassplit between offices in Rugby and London,so that differences in practice, recordkeeping and quality were allowed todevelop. This was largely due to the lack ofa fully functioning case management system.

There was a failure to have accuratemanagement information on the performanceof the conduct function so that decisions bythe Council and its committees were basedon incomplete or inaccurate reports whichprovided an unjustifiable level of assuranceand resulted in decisions based on a falseprospectus.

Quality assurance was not consistent acrossthe conduct function, allowing inadequateinvestigations, inconsistent decision andpoor record keeping to prevail.

The work of the GSCC was overseen by twogovernment departments, (including threedirectorates of the DH), by its internalauditors and by the National Audit Office. Itwould help the GSCC to have clearer lines ofaccountability and external oversight.

The review recognised that the new Chair ofthe GSCC, its Council and managers areactively addressing the organisation’sproblems in the conduct function. The interimChief Executive appointed in July 2009 hastaken immediate action with Council to bringabout improvements. A recovery plan hasbeen developed and is under discussion withthe Department of Health. The CHRE reportand the recommendations in it will provide acheck against that recovery plan and will be a constructive contribution to renewal andsignificant organisational change. The contextfor CHRE’s conclusions and recommendationsis set out fully in their report.

Work commenced in July 2009 to start toaddress improvements in our conduct work.The Council meeting on 23 November 2009agreed the recommendations and a formalaction plan to the CHRE’s conclusions wasconsidered. Progress in implementing thisaction plan has been overseen by aProgramme Board chaired by the ChiefExecutive, and has been reported regularly tothe Council and – as a basis for discussion atthe monthly accountability meetings – to DH.

There have been four key strands to theconduct transformation programme: ruleschanges; re-design of process; organisationdesign (including, crucially, development ofcapacity and capability); and implementation



of the recommendations from the review ofRegistration and Conduct Committees. Wehave been managing these strands in closealignment because of the clear practicaldependencies between them.

At the same time we have needed to maintainthe operational improvements we havealready made to management of caseworkand deal with the increasing volumes thatthese improvements have driven, as betterrisk assessment and lowered thresholdsresulted in more investigations and hearings.We also had to cope with operationalconsequences resulting from the urgent needto allocate significant volumes of cases forinvestigation during the autumn. This addeda layer of complexity which presented asignificant management challenge:

• competing time pressures on key staff couldconstrain their ability to achieve therequired throughput of casework at thesame time as the necessary transformationactivity is completed, especially as the samestaff were involved in parallel strands ofwork that reach key stages simultaneously.Organisation design work in conduct andthe review of GSCC pay and grading couldbe unsettling factors during this period;

• an election and potential change ofadministration could delay Ministerialconsideration of Rules changes andtherefore the related transformationalchange in conduct processes;

• the timetable for Rules changes wasnecessarily very tight, limiting the timeavailable for consideration of policy issuesand further constraining the ability of keystaff to contribute in the time available.

Council have noted the improvements in theconduct function reports demonstrating thatthe “front end” of the casework process isoperating more effectively and efficiently

following successful introduction of newpractices and the deployment of additionalstaff resources where necessary.

Meanwhile, whilst the complexinterdependencies will continue to makecomplete certainty and eradication of all riskimpossible, we have put arrangements inplace which are enabling us to manage therange of issues we face:

• the CHRE Response Programme Boardmeets fortnightly, supplementing theweekly conduct performance monitoringenabled by reports to Council, DH and DfEby considering cross-organisational andprogramme progress, dependencies, risksand issues;

• the timetable for achieving Rules changeshas been developed in close collaborationwith DH, who will seek to ensureadherence to the timetable and continuityof the process;

• our daily monitoring of performance inmanaging casework volumes andthroughput, augmented by weekly reviewmeetings enables us to track pressuresand spot where to act if this becomesnecessary to ensure key staff can attendto this work as well as contribute to Ruleschanges and re-design of processes;

• the workstrands and project plansthemselves are kept under review andwhere critical issues arise which make itnecessary we will adjust them, re-scheduling where possible to ease anypressures on resources or time;

• in order to gain maximum benefit from theRules changes, our proposals have beenprioritised by balancing key criteria –alignment with public protection andtransformation objectives and achievabilityin the short timescale available forcompletion of the development, drafting,consultation and agreement process.



Chief Executive:

Substantive

Acting

Acting

Substantive

Mike Wardle

Paul Philip

Paul Snell

Penny Thompson

Oct 07 to 4 Nov 09

21 Jul 09 to 30 Sept 09

01 Oct 09 to 30 Mar 10

31 March 2010

Director of Corporate Resources:

Substantive

Interim

Interim

Interim

Substantive

Richard Healey

Ron Alker

David Clark

Chris Savory

Chris Savory

21 Oct 08 to 02 Jul 09

10 Jul 09 to 30 Nov 09

30 Nov 09 to 5 May 10

27 April 2010 to 15 Jun 10

16 June 2010

As reported in the GSCC’s Annual Report andAccounts 2008-09, during August 2009, PaulPhilip identified a number of significantcontrol issues relating to the managementand progress of the Council’s conduct work.In particular, there was lack of adequate andappropriate performance managementinformation. This, in turn, led to a positionwhere the organisation could not properlyperformance manage its work to ensure anyreal degree of operational effectiveness inrelation to casework management. Since thenthere have been a range of improvements inthe performance information provided, bothto the EMT and to the Council, and a revisedset of key performance indicators wasdeveloped for implementation in 2010-11.

Likewise, human resource and managementaccounting processes need improving inorder to maximise management control. Inparticular, sickness management andmanagement of the amount of temporary

staff have been reviewed and a programmeof work to prioritise appointments tosubstantive posts is being developed. Aprogramme to review current HR policies andprocedures; giving priority to those whichpose the greatest risk to the organisation’seffectiveness, was agreed by the Council inMarch 2010 and is now being progressed.

The development of a cost based approachto budget setting needs improving andshould be taken forward quickly in thecoming months in order that theorganisation can better understand the costdrivers of its business and demonstratebetter value for money.

During the course of 2009-10, and for avariety of reasons, the Council had to makea succession of interim appointments to itsExecutive Management Team posts, assummarised below:



Director of Strategy and Social Work Education:

Substantive

Interim

Substantive

Lin Hinnigan

John Fraser

Sherry Malik

03 Oct 08 to 11 Jan 10

4 Jan 10 to 31 Mar 10

14 April 2010

Director of Regulatory Operations:

Interim

Substantive

Hilary Lloyd

Michael Andrews

Mar 09 to 17 May 10

17 May 2010

I am committed to developing an agendawhich is ambitious, strategic and deliverable.

I have been very appreciative of the warm andopen reception that I have received from sisterregulators and I intend to develop andmaintain close working relationships in orderto learn from best practice and participate inmutual support of our operations as necessary.

I would like to pay tribute to those colleagueswho have made a contribution to the deliveryof our recovery programme over the last year.What I have observed, is that truly heroicefforts have been made over the last monthsto address the severe problems faced by theGSCC which came to light in the conductfunction. I consider myself fortunate to bejoining the organisation and taking up thisleadership role at a point where the confidenceof key stakeholders, including the previousGovernment, has increased and the journeyof improvement is clearly well underway.



This was itself a significant internal controlissue, properly identified as such by ourinternal auditors. New, permanentappointments have now been made to allthree director posts and planned transitionand induction arrangements have minimisedthe risk surrounding the transfer ofknowledge during the hand over periods.

Following my appointment as the permanentChief Executive on 31 March 2010, I havebeen impressed and encouraged by the openand welcoming response that I have receivedsince joining the GSCC. I have spent timegetting to know staff and key partners,listening and learning, and setting out myapproach to leadership and management ofan organisation which has at its heart theprotection of the public, through delivery offirst rate regulation and effective partneringwith employers, registrants, the Governmentand sister professional and service regulators.


I certify that I have audited the financialstatements of the General Social Care Council(Council) for the year ended 31 March 2010under the Care Standards Act 2000. Thesecomprise the Net Expenditure Account, theStatement of the Financial Position, theStatement of Cash Flows and the Statementof Changes in Taxpayers’ Equity and relatednotes. These financial statements have beenprepared under the accounting policies setout within them. I have also audited theinformation in the Remuneration Report thatis described in that report as having beingaudited.

Respective responsibilities of theCouncil, Chief Executive and auditor

As explained more fully in the Statement of theGSCC’s and Chief Executive Responsibilities,the Council and Chief Executive asAccounting Officer are responsible for thepreparation of the financial statements andfor being satisfied that they give a true andfair view. My responsibility is to audit thefinancial statements in accordance withapplicable law and International Standardson auditing (UK and Ireland). Thosestandards require me and my staff to complywith the Auditing Practices Board’s EthicalStandards for Auditors.

Scope of the Audit of the FinancialStatements

An audit involves obtaining evidence aboutthe amounts and disclosures in the financialstatements sufficient to give reasonableassurance that the financial statements are freefrom material misstatement, whether caused byfraud or error. This includes an assessment of:whether the accounting policies are appropriateto the Council’s circumstances and have beenconsistently applied and adequately disclosed;the reasonableness of significant accountingestimates made by the Council; and the overallpresentation of the financial statements.

In addition, I am required to obtain evidencesufficient to give reasonable assurance thatthe expenditure and income reported in thefinancial statements have been applied tothe purposes intended by Parliament and thefinancial transactions confirm to theauthorities which govern them.

Opinion on Regularity

In my opinion, in all material respects theexpenditure and income have been appliedto the purposes intended by Parliament andthe financial transactions conform to theauthorities which govern them.

The Certificate and Report of the Comptrollerand Auditor General to the Houses of Parliament


Opinion on financial statements

In my opinion:

• the financial statements give a true andfair view, of the state of the Council’saffairs as at 31 March 2010 and of its netexpenditure, changes in taxpayers’ equityand cashflows for the year then ended; and

• the financial statements have beenproperly prepared in accordance with theCare Standards Act (2000) and directionsmade thereunder by the Secretary of Statefor Health with the consent of HM Treasury.

Opinion on other matters

In my opinion:

• the part of the Remuneration Report to beaudited has been properly prepared inaccordance with directions issued by theSecretary of State for Health with theapproval of HM Treasury under the CareStandards Act (2000); and

• the information given in GSCC Governance,the GSCC Council, Strategic aim 5 and theManagement Commentary, within theAnnual Report, for the financial year forwhich the financial statements are preparedis consistent with the financial statements.

Matters on which I report by exception

I have nothing to report in respect of thefollowing matters which I report to you if, in my opinion:

• adequate accounting records have notbeen kept; or

• the financial statements are not inagreement with the accounting records orreturns; or

• I have not received all the information andexplanations I require for my audit; or

• the Statement of Internal control does notreflect compliance with HM Treasury’sguidance.

Report

I have no observations to make on thesefinancial statements.

Amyas C E MorseComptroller and Auditor GeneralNational Audit Office157-197 Buckingham Palace Road, VictoriaLondon SW1W 9SP

Date: 8 July 2010



Financial Statements 2009-10

All activities are from continuing operations

Net Expenditure Account for the year ended 31 March 2010

£’000

27,392

20,386

47,778

(3,652)

44,126

221

44,347

£’000

8,8529,3092,007

218

(2,570)(1,082)

£’000

26,570

21,241

47,811

(3,391)

44,420

133

44,553

£’000

8,44210,297

2,191

311

(2,533)(858)

Note

4

566

6

88

Expenditure

Programme Education support grants

OperatingStaff costsNon pay costsDepreciation and amortisationCharge on pension schemeassets

Gross costs

IncomeIncome from activitiesOther income

Net expenditure

Cost of capital

Net expenditure after cost of capital

2009/10 2008/09

The notes on pages 82 to 104 form part of these accounts.



Statement of Financial Position As at 31 March 2010

£’000

7,484

5,407

12,891

(1,639)

11,252

(3,807)

7,445

2357,210

7,445

£’000

1,2436,241

756551

4,100

(347)(1,292)

–(3,807)

£’000

6,016

2,974

8,990

(1,624)

7,366

(7,238)

128

4484

128

£’000

1,1164,900

457845

1,672

(284)(1,340)

(383)(6,855)

Note

99

101011

1212

1320

17

Non-Current AssetsProperty, plant and equipmentIntangible assets

Total non-current assets

Current AssetsTrade and other receivablesOther current assetsCash at bank and in hand

Total current assets

Total assets

Current Liabilities Trade and other payablesCreditors and accruals

Total current liabilities

Non-current assets plus currentassets less current liabilities

Non-Current LiabilitiesProvisionsPensions liability

Net assets

FundsRevaluation reserveGeneral reserves

2010 2009

£’000

8,603

4,242

12,845

(1,476)

11,369

(4,477)

6,892

2996,593

6,892

£’000

1,2687,335

1,538729

1,975

(985)(491)

–(4,477)

1 April 2008




Statement of Cash Flows for the year ended 31 March 2010

Year ended31/03/2009

£’000

(40,666)

(986)

43,777

2,125

1,975

4,100

(490)(498)

2

27,63315,569

575

Year ended31/03/2010

£’000

(41,885)

(914)

40,371

(2,428)

4,100

1,672

(489)(425)

–

26,59613,075

700

Note

19

99

11

11

Net Cash outflow from operating activities

Cash flows from investing activitiesPurchase of property, plant and equipmentPurchase of intangibles assetsProceeds from disposal ofproperty, plant and equipment

Net cash outflow from investingactivities

Cash flows from financing activities– Education support grants– Operating– Capital

Net financing

Net increase/(decrease) in cashand cash equivalents in the period

Cash and cash equivalents at the beginning of the period

Cash and cash equivalents at the end of the period




Statement of Changes in Taxpayers’ Equity for the year ended 31 March 2008

Note

17

9

91717

2

9

9171717


TotalReserves

£’000

6,892–

6,892

(62)

(2)221966

(570)

553

7,445

15

(206)133

(2,898)(179)

(4,182)

(7,317)

128

I & EReserve

£’000

6,593–

6,593

–

–221966

(570)

617

7,210

–

–133

(2,898)(179)

(4,182)

(7,126)

84

RevaluationReserve

£’000

299–

299

(62)

(2)–––

(64)

235

15

(206)––––

(191)

44

Balance at 31 March 2008Changes in accounting policy

Restated Balance at 1 April 2008

Changes in Taxpayers’ Equity 2008-09Net gains/(loss) on revaluation of property,plant and equipmentNet gains/(loss) on revaluation of intangibleassetsNon cash charges – cost of capitalTransfer between reserves – Actuarial gainRetained surplus/(deficit)Total recognised income and expense for 2008-09

Balance at 31 March 2009

Changes in Taxpayers’ Equity 2009-10Net gains/(loss) on revaluation of property,plant and equipmentNet gains/(loss) on revaluation of intangibleassetsNon cash charges – cost of capitalActuarial lossAdjustments to general reservesRetained deficitTotal recognised income and expense for 2009-10




These financial statements have beenprepared in accordance with the 2009-10Government Reporting Manual (FReM) issuedby HM Treasury. The accounting policiescontained in the FReM apply InternationalFinancial Reporting Standards (IFRS) asadapted or interpreted for the public sectorcontext. Where the FReM permits a choice ofaccounting policy, the accounting policywhich is judged to be most appropriate tothe particular circumstances of the GSCC forthe purposes of giving a true and fair viewhas been selected. The particular policiesadopted by the GSCC for the reportableactivity are described below. They have beenapplied consistently in dealing with itemsthat are considered material to the accounts.

1.1 Accounting convention

The financial statements have been preparedunder the historical cost convention modifiedto account for the revaluation of property,plant and equipment, intangible assets andinventories.

The financial statements have been preparedon a going concern basis.

1.2 Format of accounts

The GSCC is required to draw up its accountsin a form determined by the Secretary ofState for Health with the approval of theTreasury. The GSCC is required to prepare itsaccounts on an accruals basis and to present

its published financial statements in a formatas set out in the Accounts Direction.Guidance from Department of Healthpublications have been followed to ensurethe shadow accounts met the revisedrequirements of IFRS.

1.3 Materiality

IAS 1 and IAS 8 state that accountingpolicies in IFRSs need not be applied whenthe effect of applying them is immaterial.The shadow 2008-9 accounts do not containany significant or material changes to thenumbers reported in the GAAP accounts andhave been reported as such. Also, nomaterial errors have been found inpreviously reported GAAP accounts whichrequire an adjustment under IFRS guidelines.

1.4 Non-current assets

1.4.1 Property, plant and equipmentProperty, plant and equipment includesbuilding improvements, office equipment andfurniture, computer equipment and the costsof acquiring computer software systems(including cost of implementation). All assetsfalling into these categories with a value of£5,000 or more have been capitalised. Alsoassets of similar types have been capitalisedwhere the value of individual assets is lessthan £5,000, provided that the total value ofall assets of that type exceeds £5,000. PP&Eare stated at current cost less depreciation.

Notes to financial statements for the year ending 31 March 2010

1. Statement of accounting policies


The accounting treatment of PP&E under IAS16 Property, Plant & Equipment has beenreviewed and no material changes to currentpolicy or calculations due to impairmentsdeemed necessary.

1.4.2 Intangible fixed assetsIntangible fixed assets comprise purchasedlicences to use third party software systems(including cost of implementation). All assetsfalling into this category with a value of£5,000 or more have been capitalised.

Intangible assets are stated at current costless depreciation. The accounting treatmentunder IAS 38 Intangible Assets has beenreviewed and no material changes to currentpolicy or calculations due to impairmentsdeemed necessary.

1.4.3 Development costsDevelopment expenditure is capitalised if itmeets the criteria specified in ManagingPublic Money, which was originally adaptedfrom SSAP13 to take account of the not-for-profit context. IAS 38 Intangible Assets hasbeen reviewed under the heading ‘InternallyGenerated Intangible Assets’ and capitaliseddevelopment costs held at GSCC deemed tomeet the criteria laid down by the IAS forrecognition.

1.4.4 DepreciationDepreciation is provided on all tangible fixedassets held at the year end on a straight linebasis, at rates calculated to write off thecost over their estimated useful economiclives as follows:

Building improvements shorter of lease term or UEL

Office equipment 10 yearsand furniture

Computer equipment 4 years

Computer software 5-10 years

A full year’s depreciation is charged in theyear of acquisition and none in the year ofdisposal.

1.4.5 Amortisation of intangible fixed assetsAmortisation is provided on software licencesheld at the year end on a straight line basis,at rates calculated to write off the cost overthe shorter of the period of the licence ortheir estimated useful economic life withcomputer software licences 2 - 10 years.Three years of amortisation has beenprovided on the Social Care Regulationprogramme as elements of the system wereoperational in the 2006-07 financial year.The useful economic life of the system isseven years.

1.4.5 IndexationFixed assets, except Development costs, arere-valued as at 31 March using indices takenfrom “Price index numbers for current costaccounting” issued by the Office for NationalStatistics.



1.4.6 ImpairmentsImpairment losses resulting from short-termchanges in price that are considered to berecoverable in the longer term are taken infull to the revaluation reserve. These includeimpairments resulting from the revaluation offixed assets. An annual impairment review isconducted which assesses whether therecoverable value of an asset is below itscarrying value.

1.5 Financing and income

The majority of the GSCC’s funding is Grantin Aid provided by the Department of Health.The funds may be used to meet the generalobjectives of the GSCC at the discretion ofthe GSCC’s Council, subject to total cashpayments in each year not exceeding severalcash limits imposed by the Department.These cash limits cover payments in respectof operating costs, training support grantsand capital. All other income is credited toincome in the year in which it is earned.

1.6 Expenditure

1.6.1 Management and administrationManagement and administration costs relateto expenditure incurred in the managementof the GSCC’s activities, including quality-assurance work to ensure training isdelivered to the appropriate standard,organisational administration and compliancewith statutory requirements.

1.6.2 Education support grantsEducation support grants comprise expenditureon social work degree grants, grants andpractice learning/practice teaching grants.Grants payable are recorded as expenditurein the period that the underlying activitygiving entitlement to the grant occurs.

1.7 Pensions

The majority of the GSCC’s employees areeligible for membership of the LocalGovernment Pension Scheme (LGPS) via anadmission agreement with Essex CountyCouncil Pension Fund. The scheme is a multi-employer defined benefit scheme.The assets of the LGPS are held andmanaged by the constituent administeringauthorities and therefore entirelyindependent of the GSCC’s finances.

The GSCC originally implemented financialreporting standard, FRS 17, Retirementbenefits in full. A review of IAS 19 EmployeeBenefits has concluded that there are nomaterial differences to be reported under IASrequirements. Note 20 provides full details.

1.8 Leases

Operating lease rentals and related servicecharges are charged directly to theExpenditure Account in line with IAS 17Leases requirements, on a straight line basis.

The lease register has been reviewed as partof the preparation of the shadow accountsand status of all leases considered for thedefinitions of ‘operating lease’ or ‘financelease’. All GSCC leases follow the IAS 17definition for operating lease, in that theyare agreements ‘whereby the lessor conveysto the lessee in return for a payment orseries of payments the right to use an assetfor an agreed period of time’. No GSCCleases qualify to be classified as financeleases, whereby any of the risks and rewardsincidental to the ownership of the asset havebeen transferred to the GSCC.



1.9 Value Added Tax

The GSCC is not registered for Value AddedTax (VAT). All figures reported in thesestatements therefore include VAT.

1.10 Capital charge

A charge, reflecting the cost of capital utilisedby the GSCC, is included in ExpenditureAccount. The charge is calculated at the realrate set by HM Treasury 3.5 per cent onaverage carrying amount of all assets lessliabilities, except for:

a Property, plant and equipment and intangible assets where the cost of capital

charge is based on opening values,adjusted pro rata for in year:• Additions at cost• Disposals as valued in the opening

statement of the financial position (plus any subsequent capital expenditure prior to disposal)

• Impairments at the amount of the reduction of the opening statement of financial position value (plus any subsequent capital expenditure)

• Depreciation of property, plant and equipment and amortisation of intangible assets;

b donated assets, and cash balances with the Office of the Paymaster General, wherethe charge is nil.

2. First-time adoption of IFRS

Total

£’000

7,445–

7,445

6,892

£’000

44,347–

44,347

Revaluationreserve

£’000

235–

235

299

GeneralFund

£’000

7,210–

7,210

6,593

Taxpayers’ equity at 31 March 2009 under UK GAAPAdjustments

Taxpayers’ equity at 1 April 2009 under IFRS

Taxpayers’ equity at 1 April 2008 under UK GAAPand IFRS

Net expenditure for 2008-09 under UK GAAPAdjustments

Net expenditure for 2008-09 under IFRS



3. Reconciliation of net expenditure and gross capital expenditure to Grant in Aid

2008/09

£’000

44,347

43,202

(1,145)

2009/10

£’000

44,553

39,671

(4,882)

Net expenditure account

Cash flow statement

Total Net Expenditure for the financial year

Operating Grant in Aid

Over spend against Financing received from the Department of Health

4. Programme expenditure – Education support grants

2008/09

£’000

27,127265

27,392

2009/10

£’000

26,239331

26,570

Social Work Degree GrantsOther Grants *

Total

2008/09

£’000

(986)

36

(950)

575

(375)

2009/10

£’000

(914)

–

(914)

700

(214)

Cash flow statement

Cash flow statement

Gross capital costs

Net book value of assets disposed

Net capital resource outturn

Capital Grant in Aid

Over spend against Financing receivedfrom the Department of Health


In 2009-10, GSCC’s gross capital expenditure above included £300k on the development of theUK social care regulation system. In 2009-10 GSCC received contributions of £138k from theother UK Care Councils towards these costs, which is not reflected in the above table.

* Other grants comprises: grants to voluntary organisations £359k (2008-09 £293k), PQ consortia£28k refund (2008-09 £34k refund) and practice teaching programme zero (2008-09 £6k).


5. Staff numbers and related costs

2008/09

£’000

5,6664144692027831

6,8601,992

8,852–

8,852

2009/10

£’000

5,388411489212

(340)29

6,1892,266

8,455(13)

8,442

2008/09

No.

19444

238

2009/10

No.

20138

239

Directly employedOther

Total

PaySalaries and wagesNational insurance employers’ contributionsOccupational pension scheme, employers’ contributionsPensions: deficiency paymentsCurrent and past service costs*Short term employee benefits*

Total permanently employed staffOther

Total pay costsLess receivables in respect of outward secondment

Total net costs

* IAS 19 Employee Benefits disclosure


The total cost of employing staff was:

The average number of whole-time equivalent employees, including the Chief Executive, during the period ended 31 March 2009 was:


6. Other expenditure

2008/09

£’000

337270342934

981,198409

1,55230

1,76441413816121

1,4566076

15417

1,59034–

218

11,534

2009/10

£’000

304270361873

1311,237

2871,423

13832423209143

–3,220

81192

(85)631

1,560–

383311

12,799

Running costsStaff travel and subsistence expensesStaff development and trainingStaff recruitmentPremises costs (excluding operating lease payments)Rentals under operating leases:

– Hire of plant and machinery– Other

CommunicationsOther office servicesAssessors’ and Verifiers’ costsBusiness DevelopmentPublications and PromotionsCourses and WorkshopsCost of Council and CommitteesInternational Recognition Service Conduct including legal feesAudit FeesOther fees and charges

Non-cash items– (Decrease)/increase in provision for doubtful debts– Depreciation– Amortisation– Loss on disposal of fixed assets– Provision provided in the year– Charge on pension scheme assets

Total

During the year the GSCC did not purchase any non audit items from its auditor the NationalAudit Office.

Note – There were no transitional costs in 2009-10 (2008-09 £0.345m).



7. Notional costs

Notional cost of capital has been calculated in accordance with HM Treasury requirements at arate of 3.5 per cent on the average value of the net assets during the year. The notional costfor 2009-10 is £133k (08-09 £221k).

The GSCC has adopted the requirements of IAS 37 and made no allowance for notionalinsurance costs.

Other operating income comprises of £20k from other bodies within the Department of Healthand £1k from issuing duplicating certificates for social workers’ qualifications.

8. Income

2008/09

£’000

2,57017

30865998

3,652

2009/10

£’000

2,533–

571266

21

3,391

Social care registration feesStudent Fees post qualifyingRentals from operating leasesIncome from devolved social care authoritiesOther operating income

Total



9. Property, plant and equipment

InformationTechnology

£’000

702124121

947

38415362

599

348

318

Total

£’000

3,224489(71)

3,642

1,981631(86)

2,526

1,116

1,243

Furniture &Fittings

£’000

814153

832

502812

585

247

312

Land &Buildings

£’000

1,708350

(195)

1,863

1,095397

(150)

1,342

521

613

Cost or revaluation At 1 April 2009AdditionsRevaluation

At 31 March 2010

Depreciation At 1 April 2009Provided during the periodRevaluation

At 31 March 2010

Net book valueAt 31 March 2010

At 31 March 2009



9. Property, plant and equipment continued

InformationTechnology

£’000

415356(40)(29)

702

274152(17)(25)

384

318

141

Total

£’000

2,978490

(148)(96)

3,224

1,710417(86)(60)

1,981

1,243

1,268

Furniture &Fittings

£’000

8184122

(67)

814)

4447815

(35)

502

312

374

Land &Buildings

£’000

1,74593

(130)–

1,708

992187(84)

–

1,095

613

753

Cost or revaluation At 1 April 2008AdditionsRevaluationDisposals

At 31 March 2009

Depreciation At 1 April 2008Provided during the periodRevaluationDisposals

At 31 March 2009


At 31 March 2008

Land and buildings comprises building improvements. GSCC does not own any buildings.




DevelopmentExpenditure

£’000

10,308300

(478)

10,130

4,0971,501(252)

5,346

4,784

6,211

Total

£’000

10,577425

(443)

10,559

4,3361,560(237)

5,659

4,900

6,241

SoftwareLicences

£’000

26912535

429

2395915

313

116

30


At 31 March 2010

Amortisation At 1 April 2009Provided during the periodRevaluation

At 31 March 2010


At 31 March 2009

Intangible assets




DevelopmentExpenditure

£’000

9,851457

–

10,308

2,5381,559

–

4,097

6,211

7,313

Total

£’000

10,088498(9)

10,577

2,7531,590

(7)

4,336

6,241

7,335

SoftwareLicences

£’000

23741(9)

269

21531(7)

239

30

22


At 31 March 2009

Amortisation At 1 April 2008Provided during the periodRevaluation

At 31 March 2009


At 31 March 2008

Intangible assets



10. Trade receivables and other current assets

2007/08

£’000

1,49840

729

2,267

2008/09

£’000

7488

551

1,307

2009/10

£’000

4507

845

1,302

2009/10

£’000

31–

1,271

1,302

Trade receivablesOther receivablesPrepayments and accrued income

Total

11. Cash and cash equivalents

2007/08

£’000

4,128

(2,153)

1,975

2008/09

£’000

1,975

2,125

4,100

2009/10

£’000

4,100

(2,428)

1,672

Balance at start of yearNet change in cash and cash equivalents outflow/(inflow)

Balance at end of year

Intra-government balances

2007/08

£’000

276199

1,792

2,267

2008/09

£’000

191–

1,116

1,307

Balances with central government bodiesBalances with local governmentBalances with bodies external to Government

Total

All balances were held with commercial banks and cash in hand.



12. Trade payables and other current liabilities

2007/08

£’000

985–

137

354

1,476

2008/09

£’000

347–

148

1,144

1,639

2009/10

£’000

4163

132

1,388

1,624

Trade payablesOther payablesOther liabilities: Tax and social securityOther liabilities: Accrued expenditure and deferred income

Total

Dilapidations

£’000

–383

383

Balance at 1 April 2009Provided in the year


2009/10

£’000

132–

1,492

1,624

Intra-government balances

2007/08

£’000

137–

1,339

1,476

2008/09

£’000

14868

1,423

1,639

Balances with central government bodiesBalances with local governmentBalances with bodies external to government

Total

13. Provisions for liabilities and charges

The whole of this provision is for dilapidations in line with the leases for the premisesoccupied by the GSCC.



14. Capital commitments

2008/09

£’000

31

32

2009/10

£’000

–

78

Contractual capital commitments at 31 March 2010not otherwise included in the financial statements

Property, plant and equipment

Intangible assets

15. Commitments under leases

2008/09

£’000

3,322–

3,322

66–

66

3,388

2009/10

£’000

2,113–

2,113

43–

43

2,156

BuildingsLeases which expire between 1 and 5 yearsLeases which expire after 5 years

Sub-total

OtherLeases which expire between 1 and 5 yearsLeases which expire after 5 years

Sub-total

Total

Total minimum future lease payments under operating leases are given in the table below foreach of the following periods.

The above figures exclude maintenance agreements for equipment and service charges forbuildings. £470k of the buildings rent shown above is rechargeable.



16. Contingent liabilities disclosed under IAS 37

GSCC’s former Chief Executive has made an employment claim against GSCC which may beconsidered by a Tribunal during 2010/11. The Council is robustly defending this claim. No provision for future costs in respect of this claim has been included in these accounts.

17. Movement in reserves

2007/08

£’000

8,4441,947

86302

(2,170)40,348

(42,065)

6,892

11,369(4,477)

6,892

2008/09

£’000

6,892–

(64)221966

43,777(44,347)

7,445

11,252(3,807)

7,445

2009/10

£’000

7,445(179)(191)133

(2,898)40,371

(44,553)

128

6,983(6,855)

128

At 1 April 2009 general reserveAdjustment to general reserveIndexation of fixed assetsAdjustment to general reserve for capital chargeActuarial gain/(loss)Grant received in periodNet expenditure

Balance at 31 March

Balance excluding pensions liabilityPension liability

Balance at 31 March

18. Reconciliation of net movement in funds

2007/08

£’000

8,444618

(2,170)

6,892

2008/09

£’000

6,892(413)966

7,445

2009/10

£’000

7,445(4,419)(2,898)

128

Total reserves at 1 AprilMovement in reservesActuarial gain/(loss)

Total reserves at 31 March



19. Reconciliation of net operating cost to operating cash flow

2008/09

£’000

(44,347)

2212,007

96034

163(670)966

(40,666)

2009/10

£’000

(44,553)

1332,191

5–

3683,048

(3,077)

(41,885)

Net surplus after cost of capital and interest

Adjustment for capital chargeDepreciation and amortisation chargesIncrease/(decrease) in trade and other receivablesLoss on disposal of property, plant and equipmentIncrease/(decrease) in trade payables and ProvisionsIncrease/(reduction) in pension liabilityAdjustments to general reserves

Net Cash outflow from operating activities

20. Pension scheme

In line with Accounting Standards Board requirements, the GSCC has implemented IAS 19 in full.

(i) Contribution rates

The majority of the GSCC’s employees are eligible for membership of the Local GovernmentPension Scheme (LGPS) via an admission agreement with Essex County Council pension fund.The scheme is a multi-employer defined benefit scheme. Contributions are paid by employeesdepending on salary as outlined in the table below.

Employer contributions are paid at 10.7 per cent of pensionable pay.The GSCC will make a deficit payment of £221,447 during 2010/11.

Full time equivalent salary

£0.00 – £12,000£12,000.01 – £14,000£14,000.01 – £18,000£18,000.01 – £30,000£30,000.01 – £40,000£40,000.01 – £75,000£75,000.01 – or more

Contribution rate

5.50%5.80%5.90%6.50%6.80%7.20%7.50%



(ii) Actuarial information

(a) Triennial valuations of the Essex Fund are carried out by Mercer Limited, a qualified actuary. Thelatest valuation as at 31 March 2007 showed a deficit of £1.947m. For the year ending 31 March2010, the GSCC contributed deficit payments to the Fund of £0.212m (2008/09 £0.202m).

Under accounting standard IAS 19, the principal financial assumptions made by the actuary are:

The expected rate of return on plan assets is based on market expectations, at the beginningof the period, for investment returns over the entire life of the related obligation. Theassumption used is the average of the following assumptions appropriate to the individualasset classes weighted by the proportion of the assets in the particular class. The assumedinvestment return on government bonds is the yield on 20-year fixed interest gilts at therelevant date. The expected investment return on corporate bonds is based on market yields atthe relevant date, restricted to 2 per cent p.a. over and above that available on gilts, reflectingan increased risk of default in the corporate bond yield. The assumed investment return onequities is the yield on 20-year fixed interest gilts plus an allowance of about 3.5 per cent p.a.for the “risk premium” associated with equity investment.

20. Pension scheme continued

As at31/03/2008

5.1%3.6%6.1%3.6%

As at31/03/2009

4.8%3.3%7.1%3.3%

As at31/03/2010

5.0%3.5%5.7%3.5%

Rate of increase in salariesRate of increase in pensions in paymentDiscount rateRate of inflation




(b) The assets in the scheme and the expected rate of return were (IAS 19 disclosure)

Expectedrate of

return at 31/03/2008

%

7.5

4.6

5.4

6.5

5.3

Value at31/03/2008

£’000

7,429

995

698

1,132

328

10,582

(15,059)

(4,477)

(477)

Value at31/03/2009

£’000

6,840

799

487

900

156

9,182

(12,989)

(3,807)

(2,307)

Value at31/03/2009

£’000

8,761

1,025

1,298

1,207

688

12,979

(19,834)

(6,855)

3,307

Expectedrate of


%

7.5

4.0

6.0

6.5

0.5

Expectedrate of


%

7.5

4.5

5.2

6.5

0.5

Equities

Government Bonds

Other Bonds

Property

Cash/liquidity

Fair value of assets

Actuarial value ofscheme liabilities

Deficit in the scheme

Actual return onplan assets




(c) Components of pension cost for the period to 31 March

2008

£’000

628696

(713)177

–

788

2009

£’000

752949

(731)––

970

2010

£’000

479929

(618)4588

923

Current service costInterest on Pension LiabilitiesExpected return on assetsPast service costEffect of curtails or settlements

Total pension cost recognised in Net Expenditure Account

(d) Change in Benefit Obligation during period to 31 March

2008

£’000

12,515628696231177941

(129)–

15,059

2009

£’000

15,029752949298

–(4,014)

(55)–

12,989

2010

£’000

12,9894799293094588

5,587(592)

19,834

Benefit obligation at beginning of periodCurrent Service CostInterest on Pension LiabilitiesMember ContributionsPast Service CostEffect of curtailments or settlementsActuarial(gains)/losses on liabilitiesBenefits/transfers paid

Benefit obligation at end of period




(e) Change in Plan Asset during period to 31 March

2008

£’000

10,567713

(1,227)427231

(129)

10,582

2009

£’000

10,572731

(3,038)674298(55)

9,182

2010

£’000

9,136618

2,689819309

(592)

12,979

Fair value of plan assets at beginning of periodExpected return on plan assetsActuarial gains/(losses) on assetsEmployer contributionsMember contributionsBenefits/transfers paid

Fair value of plan assets at end of period

(f) Statement of changes in taxpayers’ equity

2008

£’000

2,170–

2,170

2009

£’000

(966)–

(966)

2010

£’000

2,898–

2,898

Actuarial (gains)/lossesEffect of paragraph 41 limit

Total pension (gain)/cost recognised in SOCITE

(g) History of experience gains and losses (IAS 19 Disclosure)

2008

£’000

(477)(1,227)

(183)

2009

£’000

(2,307)(3,038)

–

2010

£’000

3,3072,689

–

Actual Return on Plan AssetsExperience Gain/(losses) on assetsExperience Gain and losses on liabilities



21. Related party transactions

The GSCC is a Non-Departmental Public Body of the Department of Health. The Department ofHealth is regarded as a related party. During the period, the GSCC received £40,371,000 asgrant in aid from DH and £20,000 as other operating income from other central governmentbodies. GSCC has had a number of material transactions with other departments and bodiesfor which the DH is considered to be the parent department via:

Scottish Social Services Council: GSCC earned income of £240,610 through recharges for theUK Social Care Regulation programme and for costs of providing external assessment (of socialwork courses) service to the SSSC.

Care Council for Wales: GSCC earned income of £143,096 through recharges for the UK SocialCare Regulation Programme and for cost of providing the external assessment (of social workcourses) service to the CCW.

Northern Ireland Social Care Council: GSCC earned income of £71,646 through recharges for theUK Social Care Regulation Programme and for costs of providing external assessment (of socialwork courses) service to the NISCC.

None of the GSCC's board members, key managerial staff, or other related parties haveundertaken any material transactions with the GSCC during the period.

22. IAS 32 Financial instruments

International Accounting Standard 32, Financial Instruments: Disclosure and Presentation,requires disclosure of the role that financial instruments have had during the period increating or changing the risks the GSCC faces in undertaking its activities. As permitted by FRS13, debtors and creditors which mature or become payable within 12 months from the balancesheet date have been omitted from disclosures.

(i) Liquidity RiskThe GSCC operates within a funding envelope that is provided partly by the Department ofHealth and partly by income received as fees from social work registrants. The mix offunding allows the GSCC to ensure that its commitments are consistent with its incomeacross the year.

(ii) Currency RiskThe GSCC is not exposed to currency risk.



23. Post balance sheet events

In accordance with the requirements of IAS 10 events after the balance sheet date, postbalance sheet events are considered up to the date on which the accounts are authorised forissue. This is interpreted as the date of the Certificate and Report of the Comptroller andAuditor General.

It was announced in the Budget on Tuesday 22nd June 2010 that the Government will adoptthe Consumer Price Index (CPI) for the indexation of public service pensions from April 2011.This will have an impact upon the operation of the pension schemes that the GSCC providesto employees. HM Treasury has not yet provided guidance on the implications of the changefor pension scheme valuations and other actuarial costings.

24. Losses and special payments

There are no losses or special payments made during the period.


22. IAS 32 Financial instruments continued

(iii) Credit RiskThe GSCC is not exposed to significant credit risk.

(iv) Market and Interest Rate RiskMarket risk is defined under IFRS.

In accordance with the requirements of IFRS 7 as “the risk that the fair value or cash flowsof a financial instrument will fluctuate due to changes in market prices. Market risk reflectsinterest rate risk, currency risk, and other price risks.”

(v) Financial Assets and LiabilitiesThe GSCC’s financial assets and liabilities carry nil rate of interest All financial liabilities aredue within one year. Income received from registrants is based on standard rates belowmarket average for the services received. Therefore the GSCC is not exposed to anysignificant market or interest rate risks.


Contact us

General Social Care CouncilGoldings House2 Hay’s LaneLondon SE1 2HB

www.gscc.org.uk

For enquiries:

Customer Service TeamGeneral Social Care CouncilMyson HouseRailway TerraceRugby CV21 3HT

Telephone: 0845 070 0630Mincom: 01788 530266Email: [email protected]

If you would like more information on the work of the GSCC or have a general enquiry, please contact:

Published by TSO (The Stationery Office) and available from:

Onlinewww.tsoshop.co.uk

Mail, telephone, fax and emailTSOPO Box 29, Norwich NR3 1GNTelephone orders/general enquiries: 0870 600 5522Order through the Parliamentary Hotline Lo-Call: 0845 7 023474Fax orders: 0870 600 5533Email: [email protected]: 0870 240 3701

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TSO@Blackwell and other accredited agents

Customers can also order publications from:TSO Ireland16 Arthur Street, Belfast BT1 4GDTelephone orders/general enquiries: 028 9023 8451Fax orders: 028 9023 5401

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