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Strategy delivery

Strategy delivery is via a live delivery framework: phased activity, accountable ownership, explicit decision gates, measures, governance and risk management.

The implementation plan translates the NMC Midwifery Regulation Strategy into sequenced action. It is intentionally adaptable to remain agile to the changes that may occur within the healthcare landscape during the delivery timeframe. The strategy will be reviewed annually and may be refreshed as evidence, dependencies and corporate priorities develop, provided changes remain consistent with the approved strategic direction.

Phased delivery of the NMC Midwifery Regulation Strategy

Phase 1: Respond to reviews and build foundations

September 2026 to March 2027

  • Confirm governance, ownership and boundaries
  • Publish the NMC response to maternity and neonatal reviews and map actions
  • Complete gap analyses and baselines
  • Set up intelligence and recommendation tracking
  • Agree the approach to listening, equity and public involvement
  • Prepare evidence for decision gates

Phase 2: Put improvements into practice

April 2027 to March 2028

  • Implement approved regulatory changes
  • Strengthen Fitness to Practise learning and referral equity
  • Embed four-country engagement and governance
  • Publish assurance and insight
  • Consult where evidence supports reform

Phase 3: Demonstrate impact and refresh

April 2028 to March 2030

  • Evaluate implementation and outcomes
  • Show how intelligence and lived experience changed decisions
  • Demonstrate impact of accepted review actions and later learning
  • Report on equity, accountability and confidence
  • Refresh priorities for the next strategy period

Actions proceed when committed; decision gates remain subject to evidence, consultation, legislation, resources or later approval

Governance and accountability

The NMC Midwifery Regulation Strategy can only be amended through the appropriate strategic approval route. The implementation plan may be refreshed through agreed delegated governance when sequencing, ownership, measures or dependencies change, provided the update remains consistent with the approved mission, priorities and regulatory boundaries. Material changes will be escalated to Executive Board and then to Council as required.

Strategic risks and mitigations

  • Role confusion or scope creep. Consequence: The NMC is held accountable for outcomes beyond its statutory remit or duplicates partners. Mitigation: Use the own/share/influence boundary consistently; agree ownership and escalation routes; communicate limitations transparently.
  • Unapproved activity is interpreted as a commitment. Consequence: Loss of trust, premature expectations or inappropriate resource commitments. Mitigation: Use explicit decision gates and separate approval for policy, consultation or legislative choices.
  • Insufficient or fragmented data. Consequence: Measures are misleading or emerging risk is not recognised. Mitigation: Apply data-quality thresholds, triangulate sources, state caveats and invest proportionately in data maturity.
  • Resource and delivery capacity. Consequence: Activity is delayed or spread too thinly to make a credible contribution. Mitigation: Prioritise phased delivery, identify dependencies early and escalate choices through governance.
  • Stakeholder confidence and reputational challenge. Consequence: Partners or the public do not understand the NMC role or do not see evidence of action. Mitigation: Use meaningful engagement, transparent reporting and clear "you said, we did" evidence.
  • Different policy contexts across the UK. Consequence: A uniform approach fails to recognise nation-specific priorities or creates inconsistency. Mitigation: Maintain UK-wide principles with nation-sensitive engagement, analysis and implementation.
  • Corporate strategy or policy changes. Consequence: The midwifery strategy becomes misaligned before 2030. Mitigation: Review alignment annually and after material corporate or legislative change.
  • NMC's Principles to support anti-racism in midwifery and nursing education and practice do not become embedded. Consequence: Anti-racism, bias awareness, cultural curiosity, safety and respect are not sustained in midwifery practice. Mitigation: Continuous programme to embed the NMC's Principles to support anti-racism in midwifery and nursing education and practice; work closely with those systems regulators who wish to use the principles to help inform their inspections regimes.

Conclusion

By 2030, the NMC will be clearer, more visible and more transparent about how midwifery regulation protects the public. This strategy sets out how the NMC will learn from national reviews and strengthen standards, education and practice; make regulation fairer; listen, learn and advance equity and anti-racism; provide accountable UK-wide leadership; and use intelligence to recognise risk and drive action.

Our intended contribution

Safer, more equitable, anti-racist and trusted midwifery regulation, with demonstrable learning, accountability and improvement.

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