Progress 

Our 5-year strategy, A New Dawn for Nursing, has informed our work since its publication in 2023. A new strategy is currently being developed, and is being shaped by the views of our staff and members. 

Progress

This recommendation requires us to review and update the role descriptors and person specifications for all our elected positions, as well as for the General Secretary and Chief Executive. 

A single overarching roles and responsibilities descriptor has been produced which describes the role and responsibilities of the executive and Council. A Ways of Working agreement has also been approved which sets out the expectations that Council and the Executive have of each other and the ways in which Council and the Executive will work together to achieve the best outcomes for the members.

32 roles and responsibilities descriptors have been updated and approved for Council, Committees and Boards.

The remaining work on this recommendation relates to Branches and these will be taken forward as part of the Branch Review programme of work.  

This recommendation is now complete.

Progress

This recommendation requires us to review and update the Terms of Reference of our governance entities. Updated terms of reference have been approved and published for Council, Country Boards and England Regional Boards, Forums, and all the committees within the RCN's Governance Operating Framework including: the Professional Nursing Committee,  the Trade Union Committee, the Fellows Co-ordinating Committee, the Forums Co-ordinating Committee, the Governance Committee, the Group Audit Committee, the International Committee, the Remuneration Committee, and the Finance and Investment Committee, as well as the 5 Representative Committees: the Nursing Support Workers Committee, the Students Committee (which are representative committees of Council) and our 3 UK reps committees.

The remaining work on this recommendation relates to Branches and this will be taken forward as part of the Branch Review programme of work.

This recommendation is now complete.

Progress

The scheme of delegation establishes and outlines a framework for delegations of authority for the RCN Group decision making, to ensure clarity around decision making within the RCN. This has been presented to all the country and regional Boards and was approved by Council in July 2024. 

In light of the RCNi integration, the Scheme of Delegation has been further adapted, and signed off by Council in November 2025.

This recommendation is now complete. 

Progress

External advisers currently sit on the following Committees: Finance and Investment; Group Audit; Remuneration; Governance; Equity, Diversity and Inclusion.  

A Skills Audit has been completed, and a Skills Matrix developed. The matrix will be reviewed whenever a vacancy arises. At their April 2024 meeting, Council confirmed that at this time, no further external advisers are needed for other committees. External advisers are engaged in the programme of work to strengthen their roles. Council also confirmed that all external advisers should have voting rights on their respective committees, and the terms of reference for these have been updated to reflect this. Role descriptors have also been developed for the External Advisers and from 2024 onwards, they will be invited to the AGM and to one meeting of Council per year. We now hold structured quarterly meetings with them, which members of ET and the Senior Leadership Team attending to talk about key areas of work and campaigns e.g. safe staffing, allowing the External Advisers to learn more about the RCN as a whole. 

Council approved the proposal to remunerate External Advisers at their meeting in October 2025.

There were 9 elements to this recommendation, all of which have been completed.

Progress

We now use consistent formats and templates for Council, Committee and Board meetings. All templates, and guidance on how and when to use them, are available on the RCN intranet to ensure the latest versions are used by those managing meetings. The new templates, which will be reviewed annually, include a clear executive summary of the paper, its level of confidentiality and the steps taken to demonstrate the papers have been properly scrutinised before reaching Council. At the 2023 AGM, Council committed to providing a mechanism for members to propose agenda items for Council meetings. A process has been developed and agreed by Council and is now live on the RCN website.  

There were 12 elements to this recommendation, all of which have been completed.  

Agree on the length and frequency of meetings.

Progress

The Report on Governance (KPMG, 2022) recommendation was to 'reduce the time for Council and committee meetings. Shorter and less frequent meetings will allow for increased focus and more agile strategic discussion'. The 2024 schedule of meetings for Council, committees and boards was designed so that half took place in person and the other half online and this has continued into 2025. This has reduced the burden on member time, removing a barrier to members who might like to put themselves forward for a role but don't believe they can commit sufficient time. This mix of in person and online meetings has been replicated for the 2026 schedule of meetings. 

There were 5 elements to this recommendation, all of which have been completed.

Support members in role.

Progress

A new induction and skills audit process is in place for Council, and a two-year learning and development programme for Council commenced in 2025. This has formed the basis of a programme consisting of eight Learning & Development modules is being rolled out more widely across other committees and Boards in 2026. The skills audit defines the support, learning and development needs of Council and committee members whether on an individual or group basis. The Executive Team has considered the different formats and methods that can be utilised when considering and debating complex matters. 

To ensure the Learning & Development programme remains fit for purpose, an annual effectiveness review process will commence in 2027.

Define member involvement.

Progress

Detailed work has been undertaken to ensure all aspects of member involvement are considered in the work relating to this resolution. It can be summarised in 3 broad areas: 

Activism 

In the year since the Independent Review of the Culture of the RCN, we have seen the highest level of member engagement and participation in our history. RCN members voted in unprecedented numbers in industrial action ballots, and tens of thousands took to picket lines across Northern Ireland, Wales and England - not just in the NHS, but across independent health settings too. The RCN Activism Strategy 2025 - 2027, launched in June 2025, provides a roadmap for us all on how members can help to achieve change and shape the future of healthcare, and crucially, how we will create this meaningful change together. 

Governance 

There are also over 1,000 governance roles at the RCN. Our elected and appointed governance positions oversee all aspects of the RCN’s work – locally, regionally, nationally, and across both of our core functions. 

In response to the recommendations in the report, a brand new governance hub has been created which presents these opportunities more clearly, transparently and inclusively, setting out why they exist, what their purpose is, and what difference they make. 

Broader engagement 

There are a huge variety of ways in which members can currently take part, get involved and be engaged with the work of the College: for example, opening and reading an email; accessing RCN resources; attending Congress; voting in an election. Each one of these activities demonstrates an involvement with the RCN. Increasing the levels of involvement is an important, ongoing part of our business-as-usual activities. 

This recommendation is now complete. 

Create a corporate governance repository.

Progress

A comprehensive review and update of the governance documents page on the RCN website has been completed, and a root-and-branch rebuild of all governance content on the website has been done to address the recommendation on page 12 of the Report on Governance (KPMG, 2022): "This would assist with generating clarity around the governance structure and decision-making routes. This should be used as the single source of information and should be available to all staff and members."  

34 governance pages, 18 Committee pages, 108 Branch pages and 12 Board pages have been reviewed, redesigned and rebuilt. 47 policies and processes pages have also been reviewed and redesigned.

A diagram has been created to visualize the RCN Group governance structure and operating framework, making it clear the role of boards and committees, be they principal, scrutiny, advisory, functional or representative.  

There were 4 elements to this recommendation, all of which have been completed.  

Review the Governance team.

Progress

The Governance team structure was reviewed in 2023, and new posts were put in place to strengthen the team and enhance capacity. Our new Executive Director of Governance joined the RCN in November 2023, and phase 2 of the team staffing review is now complete. The final element of this recommendation, developing a suite of standard operating procedures, is now complete. 

There were 6 elements to this recommendation, all of which have been completed. 

Provide clarity on our group structure.

Progress

The RCN Group structure comprises the RCN, RCN Foundation, RCNi and HoldCo. The RCN Group Scheme of Delegation (SoD) outlines the framework for delegation of authority for decision making across the RCN Group. It clarifies RCN decision making and the RCN's role in decision making for RCNi, RCN Foundation and RCN Holdco. The RCN Group Operating Framework outlines the relationship between Council, committees, boards and the Executive Team.

In October 2025, RCN Council approved the integration of RCNi within the RCN, changing the structure of the RCN Group. We're led by our vision to be the voice and trusted leader for the advancement of nursing. As one organisation, we're better together – uniting our resources, expertise and people. Throughout 2026, we'll be reviewing our products, services and brand names related to RCNi.

There were 7 elements to this recommendation, all of which have been completed. 

Update policies and documents.

Progress

A policy register is in place and updated when new policies are agreed. 

A key achievement to date is the work carried out to ensure that the Charter, Standing Orders and Regulations are more accessible to, and understandable for, members. Simplified versions of all of these are now available on the website.

There are 8 elements to this recommendation, 7 of which have been completed. The remaining work on this recommendation is expected to be completed by December 2027. 

Introduce measures to limit the movement of members standing for Council midterm to minimise disruption.

Progress

Over the last few years there have been many changes made to the governance framework to ensure continuity. For example, Forum Steering Committees now have Vice Chairs, and Boards and principal committees talk about and actively promote succession planning. Council 2025 is a live example as there are two or three Board Chairs who have been elected to Council before the end of their terms as Board Chairs and successors for them have been found in each case. This also indicates that members themselves, and members voting for them, are not in agreement with the idea that there should be measures to limit the movement of members standing for Council mid-term.

In addition, more candidates stood for Council 2025 than ever before, indicating that there are many members wishing to engage, therefore more people to step into roles that become vacant.

For this reason, Council has concluded this recommendation is no longer appropriate and instead, proposes that the RCN continues to promote diversity, provide learning and development opportunities for all committees and that all Chairs are tasked with considering succession planning.

There was 1 element to this recommendation, which has been completed.

Review the role of Chief Executive and General Secretary and Executive Team support.

Progress

A review of Executive Team portfolios has taken place, with some responsibilities being redistributed. 

The College is served by more than 1,000 staff, grouped into 3 countries, 9 English regions and 8 directorates (including RCNi). 

There were 5 elements to this recommendation, all of which have been completed.

Strengthen the Election Policy.

Progress

In January 2023, we approved our new Election Policy, which addresses the concerns raised by Simon Cheetham KC in his 2021 report. 

This recommendation is now complete. 

Reconsider the requirement to call an extraordinary general meeting.

Progress

Following a vote on a special resolution at the 2023 annual general meeting, the threshold required to call an extraordinary general meeting was changed from 1,000 members to 5% of the total RCN membership. As part of this resolution, the Council has provided members with a new platform where extraordinary general meeting requests can be hosted and voted on securely. Council has also provided a mechanism for members to propose agenda items for Council meetings. A process has been developed and agreed upon by the Council. 

There were 7 elements to this recommendation, all of which have been completed.  

Measures to manage the invocation of the 'in extremis' revocation of delegation of power outlined in the Royal Charter.

Progress

In the Report on Governance, KPMG stated: "The RCN should review the charter to ensure the governance process on awarding and revoking delegations are clear and do not expose the RCN to potential de-stabilisation." 

In accordance with the RCN Charter, paragraphs 2.1 and 2.4, the RCN Council has the power to delegate any of its powers to a committee of its own choosing and configuration and the power to revoke any of its delegations at any time. 

At its April 2024 meeting, Council approved a new Council-Committees Conflicts Policy, which sets out the process to follow when the RCN Council raises concerns about the conduct or work of one of its committees which could result in the RCN Council revoking the powers it has delegated to that Committee. This policy, which applies to all RCN Council Committees that report directly to RCN Council, is designed to resolve any disagreements at an early stage to reduce the likelihood of powers being revoked. 

This policy is separate from the Member Resolution Policy as it deals with disputes between RCN Council and its Committees as entities rather than disputes between individual members, where the Member Resolution Policy should be applied. This recommendation is now complete. 

There were 5 elements to this recommendation, all of which have been completed.

Improve ways of working between Council and Regional Boards.

Progress

A mechanism for formal two-way reporting from our country and regional boards into the Council has been developed and is now in place. All board chairs are invited to a Council meeting each year. 
In July 2026, Council agreed to formalise the England Board Chairs Group as an advisory body in the RCN’s governance operating framework. This Group will oversee the delivery of England wide activities arising from policies, programmes and/or consultations and will ensure consistency across the 9 England regions. 

This recommendation is now complete.

Review task and finish groups.

Progress

The Report on Governance (KPMG, 2022) found "task and finish groups received the most negative feedback during the evidence gathering from both members and staff. Their purpose was seen as confusing; there were too many, making it difficult to track, co-ordinate and support." The last task and finish group was closed in July 2023, and a standard operating procedure for Council has been drafted. This sets out a new mechanism for Council to manage ring-fenced projects and work for completion. 

There were two elements to this recommendation, all of which are now complete. 

Improve the role, function and governance of the forums and networks.

Progress

A review of RCN Forums and Networks was published in 2021 and included 31 recommendations. The subsequent Report on Governance (KPMG, 2022) recommended that we should provide greater clarity, including on the role, focus, finances and strategic alignment of forums and networks. 

A final report on the implementation of the recommendations of the Forums and Networks review was published in Sep 2025. PNC agreed to close this work programme at their meeting on 3 Dec 2025.

This recommendation is now complete.

Implement the findings from external reviews.

Progress

The Report on Governance (KPMG, 2022) criticised the RCN for having no structures in place to implement the recommendations of previous reports. 

They said we should: 

• Identify a clear implementation plan outlining activity (week by week and month by month) and key delivery milestones. 
• Identify clear owners for each action identified within reports at a suitable level within the organisation (ideally an Executive owner and a lead committee member nominee). 
• Identify due dates for each action by which point the action must be fully implemented. 
• Ensure Council via one of its assurance committees (to be agreed by Council and delegations clearly documented) and the Executive hold individuals and governance groups accountable for action implementation through regular reporting. 
• Agree on metrics to assess progress against individual actions. 
• Have clear reporting lines through the governance structure. 

In approaching all work relating to the culture and governance of the college, we have followed each of these suggestions, and a robust, detailed project plan with dedicated programme staff is in place.

As of July 2026, 210 (of 221) elements are complete, and 32 recommendations are fully complete. 95% of elements are now complete.

All 38 recommendations and their associated elements will be complete during the lifetime of our 2023-27 strategic plan. 

Review and revise governance structures.

Progress

The Report on Governance (KPMG, 2022) recommended that: "The Council and Executive together should fundamentally reconsider the groups underpinning the governance structure – starting with the Council, Executive and Standing Committees. This is to ensure that these allow for the effective delivery of the strategy, sufficient challenge, assurance and oversight at the right level as well as timely and efficient operations." The RCN governance structure is always subject to scrutiny and revaluation, and this work will continue.

Following the approval of the scheme of delegation by RCN Council in July 2024, the updated terms of reference for Council were approved in October 2024.

An RCN Governance Operating Framework guidance document setting out the reporting mechanisms and lines of accountability, the management processes in place, and the implementation of the governance arrangements at all levels, is now in place. Within that, a diagram has been created to visualize this, making it clear the role of boards and committees, be they principal, scrutiny, advisory, functional or representative.

Six resolutions were passed at the RCN 2025 AGM allowing amendments to the Standing Orders to provide further clarity.

There are 7 elements to this recommendation, all of which have been completed.

Address key underlying issues which are the cause of continuing division.

Progress

A resolution to reaffirm the strength of the dual role of the RCN as both a trade union and professional body was passed overwhelmingly by members at RCN Congress 2023. 

There was 1 element to this recommendation, which is now complete. 

Develop online technology to increase member engagement.

Progress

There are certain activities that a Trade Union cannot do online, such as voting in an industrial action ballot. But we continue to assess, review and trial new digital tools for member engagement. During recent Fair Pay for Nursing activity, we successfully used ThruText (a peer-to-peer text platform) and WhatsApp. A comprehensive review of all digital communication platforms – including web, app, social, email and text –  took place in 2024.

At the RCN, we take a data-first approach to evaluation and decision making. Changes have been made to the structure and make-up of our data function, including significant investment in data analysis staff resource. We understand and accept that not all members are willing to engage with everything we do all of the time. We continually learn, tailor and adapt to ensure members receive the most appropriate communications for them – this is key to members valuing and engaging with us.

Since 2022, significant additional specialist resource and strategic executive leadership have brought renewed confidence in our approach to our vast and complex membership engagement operations. We will continue to offer members a portfolio of options, and ensure we are at the forefront of best practice for each of them.

There were 3 elements to this recommendation, all of which have been completed.

Review the selection of the Agenda Committee.

Progress

In the Independent Review of the Culture of the RCN, Bruce Carr KC said: "At present, it [Agenda Committee] is elected by representative bodies at Congress, but the present system produces a committee, which is made up almost exclusively of individuals who come from a trade union background. This serves only to increase the concerns on the professional side of the College that they are very much the minor partners."  

At their April 2024 meeting, Council approved changes to the rule which prevents Forum Steering Committee members sitting on the Agenda Committee. 

Following the Agenda Committee elections in May 2025, a review of the methods of selection concluded no additional changes were required at this time. Any further review will be considered as part of a long-term strategic review of RCN Congress, which is currently underway.

There were 2 elements to this recommendation, both of which have been completed.

Rebuild trust between Council and Executive Team.

Progress

In the foreword to the Independent Review of the Culture of the RCN, Bruce Carr KC said: “It is also right that I reference (as I have in the Review itself) that, under new leadership, the culture at the College has improved in the period since my Review was commissioned”. Council and the Executive Team are committed to improving ways of working and are taking steps to ensure Council members feel fully supported and developed in their roles. Council meetings include more opportunities for collaborative working. 

A document setting out, and explaining the differences in, the roles and responsibilities of Council and the Executive Team has been published on the website. 

Alongside this, Ways of Working engagement guidelines that set out how staff and members work collaboratively together has been published on the website.

There were 3 elements to this recommendation, all of which are complete. 

Promote and support increased governance representation and participation of women, Black, Asian and Minority Ethnic and disabled members, and relaunch a leadership and governance training and development package.

Progress

Key to the delivery of this recommendation has been the development of our new Equity, Diversity and Inclusion Strategy, which we launched in May 2024 following significant member engagement (see Recommendation 10 for more detail). Our Equity, Diversity and Inclusion Committee has now been re-established to take forward actions from this strategy, which promotes and supports increased governance representation. 

A rolling two-year training and development programme is in place for Council, and a similar eight-module programme is being progressed for Committees, Boards and Branches. Leadership, governance and EDI is included in both programmes. The training and development is targeted at all members holding governance positions.

There were 2 elements to this recommendation, both of which are complete. 

Put in place an effective feedback loop and communication of what goes on at council, committees and other forums to the wider members.

Progress

More effective two-way communications between Council, Committees, Boards and Branches has been agreed. Minutes and/or key headlines from meetings are now uploaded to respective webpages as soon as they are signed-off. 

A root-and-branch rebuild of all governance content on the website has also been undertaken, including better reporting mechanisms to enable members to be kept up to date with activity.

There were 4 elements to this recommendation, all of which have been completed.