Our strategic priorities 2015-2020
Strategic priority 1: Effective regulation
To achieve dynamic regulation that protects the public effectively in a changing world, we need to design and deliver our regulatory programmes to be flexible and adaptive, while ensuring they are grounded fully in our statutory purpose and powers. Each of our regulatory functions is facing strategic challenges that they will need to respond to in the period covered by this strategy. While in some cases the scale of change possible will be limited by the extent of legislative change available to us, we will seek to develop and improve across the board.
Strategic priority 2: Use of intelligence
To deliver dynamic regulation we need to use intelligence drawn from data (whether our own or others’), analysis, research and horizon-scanning. Understanding what our own data tells us, and making good use of what others know, are now core competencies for regulators. Along with other regulators, we are rethinking the significance to our overarching purpose of intelligence. We know that intelligence will help us respond better to risks and we hope that in the future better intelligence will allow us to understand risk-factors for poor practice and use these to anticipate and ideally avoid its impact on service users.
Strategic priority 3: Collaboration and communication
We regard communication as a fundamental tool of regulation rather than a by-product of it. This priority is about increasing the impact of our core regulatory purpose through communication and partnership. Dynamic regulation demands that we work as part of a wider system of regulation and use our sphere of influence on registrants and those that dictate the environment in which they practise, such as employers, to drive continuous improvement. To do this we must hear as much as we say and put processes in place to achieve this. We must sophisticate our understanding of and engagement with front- line nurses and midwives, and develop relationships with key organisations locally, regionally, nationally and internationally. We must also continuously enrich our relationships with important stakeholders, patients and the public.
Strategic priority 4: An effective organisation
The next five years are characterised by significant change whilst maintaining absolute focus on consistently strong performance in our core function. We have work to do to become the sort of organisation that can be an intelligent, collaborative, forward-looking regulator. We will need to further develop our culture, systems and how we use our resources to help us to do this. We recognise that the next stage of our development will make demands of our Council, Executive and staff at all levels.
Our strategic priorities support our overarching objective of public protection
Our strategy is available online at: http://www.nmc.org.uk/about-us/our-role/our-strategy/