Our workforce project highlighted a critical problem: much essential haematology work (notably liaison advice and transfusion input) is not recorded, meaning that job plans and workforce models underestimate the true workload. This invisible work affects patient safety, service planning and recruitment. 

BSH commissioned research to define liaison haematology and better understand workforce perspectives on this area of practice. 

This work provides a clearer evidence base for understanding demand in liaison haematology services and the pressures on the workforce. BSH will use these findings to advocate for appropriate workforce recognition, planning and resourcing. 

Following publication of the 2020 Workforce Report and a desire to further understand the extent of the challenges faced by the haematology workforce, BSH commissioned a major research programme to build a stronger evidence base for future workforce policy and advocacy.  

Supported by two BSH Research Fellows, Dr. Nicola Ransome and Dr. Jonathan Massie, the project focused on three key stages: 

• Workforce Gap Analysis – Gathering evidence on the demand for haematological services, now and in the future, and the supply of the whole clinical haematological workforce to meet this need.  
  

• Practitioner Wellbeing – Establishing a baseline for wellbeing across the multidisciplinary team and identifying how workforce shortages may be affecting it.

• Identification of Solutions and Improvements – Building a repository of good practice (from the UK and elsewhere) to disseminate to our members.  

In 2025 we submitted a response to the Government’s Call for Evidence highlighting that haematology is at a critical workforce crisis point and arguing for fundamental changes in how the profession is valued, structured, and trained. 

Informed by our extensive workforce research, our response was built around three core asks:

1. Accurate definition and accounting of currently invisible and unrecorded activity.

This includes ‘liaison haematology’ and the resources required for transfusions, neither of which is adequately captured in current NHS planning, despite being vital to patient safety and quality of care. 

2. Restructuring of the workforce mode.

A shift from the ‘Christmas Tree’ hierarchical model to an ‘Expert Team’ approach, redistributing workload by risk and expertise, empowering specialist nurses and freeing consultants for complex cases. 

3. Countering high retirement rates and enhancing retention through flexibility.

Addressing high retirement rates and reduced working hours through flexible working, protected CPD time, and alternative training pathways to sustain the future workforce.

We support the several responses of on this plan, some of which you may find below.

In June, NHS ConfedExpo 2026 brought together leaders from across health and care to discuss the future of the NHS at a pivotal moment for the service. With the 10 Year Health Plan providing the backdrop, discussions focused on how the NHS can deliver meaningful reform while responding to rising demand, financial pressures and persistent health inequalities. BSH attended a number of sessions across the two-day event with several common themes emerging.  

• Reform has broad support, but delivery remains the challenge  

There was widespread agreement on the need for reform, with strong support for neighbourhood health services, prevention and making better use of innovation. However, discussions were often less clear on how these ambitions would be delivered consistently across the NHS, particularly given ongoing pressures. A recurring comment was that implementation will be as important as ambition. 

• Technology is increasingly viewed as a key enabler  

AI, digital technologies and data featured prominently throughout the conference, with speakers highlighting opportunities to improve productivity, reduce administrative burden and support more personalised care. Alongside this optimism were important discussions around governance, transparency and public trust. It is clear that technology alone cannot deliver transformation without a workforce equipped with the skills and support to adopt it safely and effectively.  

• Workforce underpins successful transformation  

Although workforce was not always the primary focus of individual sessions, it consistently emerged as a critical factor in whether reform could be successfully delivered. Whether discussions centred on AI, neighbourhood health, cancer services, or reducing inequalities, workforce capacity, skills, leadership and development were recurring considerations. As the NHS embraces new technologies and models of care, ensuring the workforce is supported to develop alongside these changes will be essential.  

• Neighbourhood health and reducing inequalities remains central   

The ambition to deliver more care closer to home was a consistent theme, alongside renewed focus on prevention, partnership working and tackling health inequalities. Speakers highlighted the need to better understand where patients are falling out of care pathways and the need to ensure that access to diagnostics, specialist services and clinical trials is not determined by geography. Many discussions reinforced that improving population health will require both better data and sufficient workforce capacity to deliver equitable services across communities. 

Overall, ConfedExpo reflected a strong appetite for reform and innovation. As the NHS moves to implement the ambitions of the 10-Year Health Plan, ensuring the workforce is supported, developed and equipped to deliver change will be fundamental to its success.