Summary and background
This short report is a condensed version of a comprehensive 20-page strategic plan for the period 2016-2021, developed for the British Society for Haematology by external advisers Linda Laurance & Associates (LL&A), in collaboration with BSH trustees and staff. The plan was approved by the BSH Board in April 2016.
This, the Society’s first-ever long-term strategy, represents the culmination of a process of reflection, consultation and analysis that began in 2014 with a high-level organisational review, also carried out by LL&A (Taking Stock, submitted to BSH trustees in 2014). This review sampled the views of over 300 BSH members and external stakeholders.
That review led to a large number of wide-ranging improvements to the governance and management of the Society, including:
- Creation of a network of regional representatives to take forward an ambitious programme of educational meetings for haematologists at all levels of training;
- Closer working relationship with sub specialty societies and groups, including the creation of Special Interest Groups (SIGs)
- Changes to the arrangements for the Annual Scientific Meeting to broaden involvement in its programme
- A thoroughgoing overhaul of the Society’s governance structure, with the Board focusing on strategy; the appointment of two lay trustees; and the establishment of six new subcommittees of the Board;
- Review of the staffing structure and creation of new posts;
- Development of an up-to-date communications strategy, commissioning of a comprehensive rebranding programme and a new website
This strategy grew out of one of the key recommendations of the organisational review: that the Society should develop a plan for the next 3-5 years and build strategic planning, underpinned by regular monitoring and evaluation, into its regular cycle of decision-making
The strategy sets a clear direction for all the Society’s activities and provides a framework for its decision-making over the next five years.
Vision and Mission
At the heart of this plan are clear and powerful statements about Vision (direction) and
Mission (purpose). Vision statement
Moving on condensed report
BSH will be the haematology hub for all health care professionals and the
voice for the specialty in the UK.
BSH exists to transform patient care through excellence in haematology. We do this by:
- providing and supporting multidisciplinary education for students and professionals at all levels;
- raising standards of clinical care and laboratory practice through guidelines and the provision of expert advice;
- providing support and advocacy for research and publicising results;
- providing networking opportunities that bring haematology professionals together;
- representing the interests and concerns of haematology professionals at national level.
Underpinning the Vision and the Mission are five overarching strategic aims that will guide
the Society’s work over the next five years, as follows:
Make BSH membership a must for haematology consultants, trainees, nurses and biomedical scientists, and strengthen membership engagement in all the Society’s activities.
Maintain and build on areas where the Society has already gained a reputation for excellence: guidelines and education.
Transform the Annual Scientific Meeting into the go-to event for all UK haematology professionals.
Strengthen the voice of haematology at national and international levels.
Make sure the Society is fit for purpose in terms of sustainability and resource management.
Supporting each of these broad aims are a series of more specific objectives.
The new strategy is designed to deliver a stronger and more united Society, for the members and the wider haematology community. There will be more opportunities for members to become involved in the work of BSH, eg by joining SIGs, subcommittees and as regional leads. The new website will combine several websites with which the Society is currently involved into a cohesive whole. All this will lead to the Society being better positioned to influence as a group on national issues affecting its members.