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Our next strategy

Share your views

Your experience and expertise matters.

We’re developing the next RCN strategy, which will guide our work from 2027. We’re seeking practical input on what matters most to you and other members, what should change and what may be missing from our current work plans. Your views at this early stage will help shape our priorities and direction into the 2030s and beyond.

A series of in-depth strategy workshops took place earlier this year with Council, the Trade Union and Professional Nursing committees and senior RCN leaders. You’ll see a summary of how those discussions went below.

Now we need to hear from you. Share your thoughts with us through our online form.

Here is a summary of the responses to three key questions asked at the workshops:

New models of care UK policy and planning is shifting health care towards community and neighbourhood models, online care, and prevention.  
The impact of technology AI and other technologies are reshaping health care across public health, diagnosis, treatment and the organisation of healthcare work.
Polarising politics Unstable, polarising national and global politics are creating uncertainty around funding, workforce policy and professional regulation. 
Economics and workforce  Sustainability of the nursing workforce is made uncertain by global competition, ageing populations, retention challenges, and changing staff expectations.
Culture, civility and safety  A rise in bullying, abusive behaviour and racism is making the healthcare workplace increasingly unsafe for nursing staff.  

  • Nursing is valued and respected on a par with other health care professions.
  • Nursing is a desirable, viable career.
  • Real-terms pay and benefits for nursing staff are as high as they have ever been.
  • Nursing is recognised as a STEM profession or subject.
  • Community nursing and older people’s nursing are recognised as highly-skilled specialties.
  • UK nursing is the global gold standard and the envy of the world.
  • Nurses have freedom from racism, discrimination, violence and abuse.
  • There is zero tolerance of incivility in the workplace.
  • All nursing staff have safe and healthy workplaces.
  • No nursing staff's practice must be detrimental to their health.
  • The nursing family experiences fairness, inclusion and equal opportunity.
  • Gender and race pay gaps are eliminated.
  • There is a better gender balance across all levels of the profession.
  • The UK has a sustainable nursing workforce supported by strong development and increased retention.
  • Nursing staff have what they need to practice the profession well.
  • Every member of nursing staff has access to the education and development they need.
  • Nursing staff recommend the profession to family and friends.
  • Nursing is seen as offering a flexible career path for people of different backgrounds.
  • Nursing staff are properly represented in decision-making at all levels.
  • Nursing staff are assertive in advocating for themselves.
  • Nursing staff are strong advocates for the profession.
  • Every member of nursing staff has pride in themselves and their profession.
  • Everyone receives safe, high-quality, timely care enabled by empowered nursing staff.
  • The UK prioritises prevention, wellbeing and healthy ageing.
  • There are improved primary care systems and accessibility.
  • No patient is cared for in an inappropriate environment.

  1. Influence
    How do we significantly increase the RCN’s political, public and system‑level influence, ensuring nurses have a strong collective voice and leadership presence?
  2. Purpose & focus
    What is the RCN’s core purpose and identity — and what work should we prioritise, stop or scale so the organisation is clear, focused and aligned?
  3. Future of nursing
    How should the RCN shape the future of healthcare, workforce models and safe adoption of AI, ensuring nurses lead in new care models?
  4. Culture and safety
    What role should the RCN play in addressing bullying, discrimination and declining respect for nursing — and are we modelling the culture we expect?
  5. Perception and standing
    How do we shift public perceptions so nursing is recognised as a system‑shaping profession, and how do we make the profession attractive while being honest about challenges?
  6. Equity, diversity and inclusion
    How do we move from reactive to proactive leadership on EDI and define our identity in a polarised environment?
  7. Workforce sustainability
    What is the RCN’s role in securing the training pipeline, immigration supply, retention and long‑term workforce sustainability?
  8. Pay and conditions
    Do we need a new approach to pay and conditions campaigns, and how do we balance pay demands with staffing demands and basic workplace improvements?
  9. Unity and cohesion
    How do we remain a united UK‑wide organisation that supports the whole nursing family while responding to nation‑specific contexts?
  10. Financial sustainability
    What is the right model for long-term financial stability, non‑membership income, service offer and greater transparency?

Some possible areas of focus are starting to take shape. This list is by no means final but may help you when providing us with your feedback and ideas. 

Looking ahead, we should aspire to achieve:

1 A properly rewarded profession A renewed focus on winning increased pay for nursing in the UK, and raising the economic status of the nursing profession.
2 A happy, healthy and safe workplace A rise in bullying, abusive behaviour and racism - combined with poor basic conditions – is making the health care workplace increasingly unsafe for nursing staff. We need to find effective ways to tackle the issue head on.
3 Nursing at the heart of future care delivery Health care is changing, with shifts towards prevention, community care and digital delivery. The RCN should lead the design of these new systems and nursing should be at the heart of them.
4 A sustainable pipeline of future nurses Inspire the next generation of nursing by embedding ‘destination’ rather than ‘entry’ into workforce planning. Develop world-leading nurse education and training, and create policies which cultivate long-term, sustainable domestic workforce supply - including guaranteed jobs for students - and demand ethical overseas recruitment practices.
5 Agreed safe staffing levels Alongside the establishment of legally enforceable staff-to-patient ratios across all settings, further develop planning tools such as the Nursing Workforce Standards and create action pathways for members.
6 Consistently high-quality of nursing care  To improve the careers of our members, the standing of the profession and patient outcomes, we must ensure the highest quality of nursing standards now and in the future models of healthcare delivery.

What next?

We're asking members to review the work that’s been done so far and the preliminary conclusions that have been reached. There'll be further opportunities for members to shape the final strategy, including at Congress 2026; this is our starting point.

Let us know what you think, either as individuals or on behalf of your branch, forum, network or committee. You may want to consider these questions:

Question mark
  • Which are the most important?
  • What ideas do you have around how these could be achieved?
  • What opportunities would these ambitions bring the college?
  • What are the biggest challenges for the RCN in achieving these ambitions?
  • What would achieving these ambitions mean to you?
  • What have we missed?

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