We are embarking on the development of our new 2025-2030 strategy.

As the nation's health and care needs and the way care, education and training are delivered change, our strategy will guide our work to ensure that people can expect consistently high standards of care no matter who they are or where they are.

People’s voices are at the heart of our strategy. We will listen to the experiences and expectations of people and communities who receive care, of professionals who provide care and of the people and institutions that employ and educate them. 

In February 2024, we will publish our analysis of what people told us and the themes we suggest for our strategy. This will allow our audiences to review and provide feedback on our proposals. 

Our final strategy will be published in spring 2025.

Our purpose and vision

Our purpose is to:

“Promote and uphold the highest professional standards in nursing and midwifery to protect the public and inspire confidence in the professions.”

Fulfilling our purpose helps us to realise our vision:

“Safe, effective and kind nursing and midwifery practice, improving everyone’s health and wellbeing.”

Our roles for 2020–2025

Our strategy is based on three key roles that underpin our purpose: regulate, support, and influence.

Regulate: We promote and uphold high standards, maintain the register of professionals eligible to practise, and step in to investigate on the rare occasions when care goes wrong.

Support: To ensure we regulate as progressively as possible, we proactively support our professions. This allows us to strike the right balance between investigating rare cases of poor practice and promoting excellent practice.

Influence: Regulating and supporting our professions puts us in a unique position to influence the development of health and social care. We work collaboratively with our partners to address common concerns and drive improvement across the sector.

Our strategic themes

We co-produced our strategy with nursing and midwifery professionals, our partners, the public and our NMC colleagues. We heard thousands of views and five strategic themes emerged.

These themes will guide how we plan our work, and our investment in people and resources between 2020 and 2025. They are:

  1. Improvement and innovation
  2. Proactive support for our professions
  3. More visible and informed
  4. Engaging and empowering the public, professionals and partners
  5. Insight and influence.

Find out more about how we developed our strategy

Building a five-year plan

We are clear about much of the work needed to deliver our strategy, but there are some areas that will take more time to scope fully.

Our annual corporate plan gives more detail of our priorities for the year ahead.