Saxton Bampfylde is excited to present Future Health, a compelling short series of interviews featuring both established and rising leaders in the healthcare sector. Together, they explore the challenges, opportunities, and necessary transformations that will shape the next decade of healthcare.
In our third interview, we speak with Haris Sultan—NHS Non-Executive Director, public and private sector board advisor, and passionate medical student. Haris delivers a bold and forward-thinking vision for the future of UK healthcare, addressing the urgent need for innovation in workforce development, technology, and preventive care. As a powerful advocate for youth voices in the NHS and a driving force for change, Haris shares his transformative insights on overcoming challenges and unlocking opportunities to build a more sustainable, inclusive, and equitable healthcare system.
We are looking ahead to the next decade of healthcare and would like to know how you think it will and should evolve?
In recent years, I believe we have become more reactive rather than proactive, addressing problems only after they arise. In the coming decade, we should concentrate on future generations and their potential contributions. This includes considerations such as the future workforce, climate change, technology, and preventive measures. We need to envision what our organisation will look like in ten to fifty years, compared to today. This forward-thinking approach was part of my responsibilities as a non-executive member of the West Yorkshire ICB, and it is a cause I am deeply passionate about.
For example, we need to consider the future workforce: how it’s evolving, what people value, and the skills that will be essential. There’s a growing demand for flexible work arrangements and the opportunity to pursue portfolio careers, moving away from the traditional linear path. People may choose to work part-time for the NHS while spending the rest of their time with another organisation. This approach can offer numerous benefits by broadening their experience, which will enhance everyone’s practice and ultimately improve patient care. Additionally, we can learn from other organisations to modernise our hiring and staff identification processes. Although the NHS hasn’t yet adopted these changes, eliminating the traditional cover letter and CV would be an incredible step forward.
“AI and digital technologies present incredible opportunities as well as challenges. However, it’s crucial to listen to frontline staff to effectively implement these changes and foster a stronger culture of innovation”
In the coming decade, I anticipate a transition from hospital-centric care to more home-based care and virtual wards. Ideally, we would live in a world without hospitals by preventing diseases before they occur, though this is unlikely to happen. We should focus on preventative medicine, addressing issues upstream rather than downstream, enabling individuals to monitor chronic conditions at home using smart wearables and technology. This shift will facilitate a more home-centered healthcare delivery model. While more organisations are appointing non-executives for population health, inequalities, and prevention, there is still progress to be made if we truly wish to integrate prevention into our governance and procedures.
One significant challenge we must address is climate change, which extends far beyond health and care. While the NHS Green Plan has made commendable efforts to reduce our carbon footprint, we need to urgently consider the broader impact of climate change on healthcare. For instance, extreme weather events are a growing concern. While winter preparedness is frequently discussed at the board level, we need to place equal emphasis on summer preparedness. This issue is increasingly relevant, and we must adapt our approach accordingly. I believe the NHS should also focus on this to mitigate the health impacts of climate change and ensure a more resilient healthcare system.
AI and digital technologies present incredible opportunities as well as challenges. They have the potential to transform patient care both clinically and administratively. However, it’s crucial to listen to frontline staff to effectively implement these changes and foster a stronger culture of innovation. This requires eliminating bureaucratic obstacles and encouraging risk-taking. Additionally, it may involve enhancing skills and expanding the traditional roles of clinical, nursing, and clerical staff to truly establish a culture of innovation.
In conclusion, the future of healthcare requires a proactive and innovative approach to address the evolving challenges and opportunities in the sector. Through collaboration, innovation, and a commitment to equity, we can build a healthcare system that truly reflects the diverse communities it serves and adapts to the needs of an ever-changing world.
Where do you think there will be challenges?
There will be several challenges, including adoption, budget constraints, and target setting. However, with the right leadership, the NHS can navigate these obstacles and achieve implementation sooner rather than later.
The NHS faces constant pressure to allocate limited resources effectively. Deciding which areas to prioritise—whether it be mental health services, chronic disease management, or emergency care—requires careful consideration and often difficult trade-offs. The challenge lies in balancing immediate needs with long-term strategic goals, ensuring that critical services are maintained while investing in future innovations. Diverse boards can provide a wide range of perspectives and experiences, which can lead to more informed and equitable decision-making. This diversity can also foster innovative solutions and strategies that may not emerge from more homogenous groups, ultimately contributing to a more efficient and responsive healthcare system.
In terms of target setting, we need to look at what we measure and the targets we are setting. In board meetings in the NHS, we get a whole pack of data; however, this data is often about the present, such as cancer wait times, A&E targets, etc. I am not saying this data isn’t important. However, why aren’t we using modeling software more to predict future trends and needs? For example, we could use predictive analytics to identify potential public health threats and focus on preventive measures that could mitigate these risks. Similarly, we could model the long-term impacts of current healthcare policies on future generations, ensuring that our strategies are sustainable and beneficial in the long run.
The next issues will be with adoption and changing hearts and minds. We have a workforce that is exhausted, overstretched, and often feels underappreciated, so why should they do all these things focusing on the future? However, we have people working in the NHS for years who will be resistant to this change of future generations, so how will we get them on board to say this is what we are doing?
To address these challenges, it will be crucial to engage in open communication and actively involve staff in the decision-making process. Providing clear benefits and demonstrating how these changes will positively impact their roles and patient care could help in gaining their support. Encouraging a culture that values innovation and flexibility, while also recognising and rewarding the hard work and dedication of the current workforce, may help in easing the transition and fostering a more accepting environment for change. A happy workforce is a good workforce: being a medical student makes me understand this as I see firsthand the impact that a negative atmosphere can have on my colleagues.
You have been an advocate for change in the NHS with a focus on including patient voice, founding the Youth Board at Leeds Community Healthcare Trust and as Chair of the National Network of Youth Forums. Can you tell us about your drivers in setting up or taking part in these programmes?
A key part of the NHS constitution is: ‘The patient will be at the heart of everything the NHS does’. For me a key part of this is listening to the patient. Sitting on a CCG and an ICB made me realise that we have such a wealth of data in the NHS, but what is missing often is the voice. You can have all the data in the world, but without a voice behind it, it can be meaningless.
My journey began with the Leeds Community Healthcare Trust Youth Board. As I grew up, I directly observed how disparities in healthcare access and quality affected individuals, particularly young people. I noticed that marginalised groups, including those from disadvantaged backgrounds, often received unequal care, resulting in poorer health outcomes. This experience inspired me to advocate for change and strive for a more equitable healthcare system.
I believe that young people are frequently overlooked in healthcare decision-making, despite being the future users and influencers of these services. By involving the younger generation, we can ensure that their unique perspectives and needs are acknowledged. This was the primary motivation behind establishing the youth board.
I established the National Network of Youth Forums upon recognising significant disparities in how organisations engaged young people. Larger tertiary centers often excelled in this area, whereas smaller hospitals did not. It’s crucial to harness the enthusiasm of young individuals entering the field, as they are deeply passionate about healthcare and have innovative ideas for improving their local organisations. By leveraging the power of networks, even small initial steps can lead to meaningful change. When I began, there were about 20 youth forums nationwide, but now, thanks to the NNYF, that number has grown to over 70.
My involvement with the youth board has fuelled my motivation to learn and share knowledge to drive change for future generations. Although healthcare in the UK is free, it is not equitable, and numerous disparities exist. Through the National NHS Youth Forum, I have collaborated with Dr. Bola Owalabi on health inequalities and led a project with NHS England focusing on undergraduate education. In a survey of medical students across England, I found that 80 percent were unaware of health inequalities. I also contributed to the development of CORE20PLUS5 for CYP, which underscores that no young person should face inequality. A young person’s words resonate with me: “You can’t teach maths without knowing maths, so how is that different for health inequalities?”
I draw on all the experience I’ve gained as both a patient and a public participant, now serving as a board member and a non-exec. This foundation guides all my board activities, emphasising that the patient must be at the heart of the NHS’ work. I cherish engaging with people and listening to their stories and experiences. Data provides only a glimpse, and direct conversations are essential for making a real impact.
It’s still relatively rare for Boards of NHS organisations and others across the healthcare sector to include voices from younger generations. What would you say to Chairs and other leaders in the sector to encourage them to take on younger voices?
I was honoured to be appointed on the NeXt Director Scheme, similar to an associate non-executive, for West Yorkshire ICB at 19 years old. When I looked up the average age of NHS non-executives it hovers around 59.6. But the average age of the UK population is 40.7. I have heard it repeatedly said that an NHS Board should represent the population it serves and so I think these figures do highlight the need for greater diversity and inclusion in NHS governance structures. We talk about gender, ethnicity, disability and sexuality but why not age. In their current composition I don’t believe boards are fully capable of capturing perspectives and priorities of the population.
The argument I always get is that younger people don’t have the required experience to be non-executives. However, it’s essential to recognise that experience isn’t solely about the number of years worked. Younger individuals bring fresh perspectives, adaptability, and a keen understanding of contemporary challenges, which can be invaluable in today’s rapidly evolving healthcare landscape. Their unique insights can complement the experience of older board members, fostering a more dynamic and innovative approach to governance. Furthermore, by mentoring and involving younger people in decision-making processes, we can cultivate the next generation of leaders equipped to navigate future challenges.
“Younger individuals bring fresh perspectives, adaptability, and a keen understanding of contemporary challenges, which can be invaluable in today’s rapidly evolving healthcare landscape.”
From my experience, many younger individuals prefer active involvement over attending meetings, so recruiting a younger board member isn’t always the solution. If a younger person applies, that’s excellent, but if not, leaders should consider how to incorporate the perspectives of future generations. It must be sincere, with a genuine commitment to listen and entrust responsibilities to younger individuals, avoiding tokenism.
I believe it’s essential to revise recruitment criteria and job descriptions. Without these changes, we’ll continue to attract the same types of candidates, resulting in a limited pool. We should proactively seek individuals from diverse backgrounds with a wide range of skills. Personally, when considering joining an board, I always review those on it and request a private conversation with the Chair to gauge the organisation’s culture. If a Chair genuinely wants you on their board, they will be open to such discussions. It’s crucial that they convince you as much as you need to convince them.
What do you admire in the senior leaders that you have worked with in healthcare?
As I’m taking on more positions, I am learning what type of leader I want to be and there are some qualities I admire from other leaders which I try to emulate. One of the key things is about being relatable. I have found that when leaders are relatable it fosters a sense of familiarity and a connection with people, because it humanises them and cultivates the trust which I think is really crucial in an organisation.
I’ve found that some of the most impactful leaders are those who can share stories. Be it in person or through social media, those who highlight their personal and professional lives are more accessible for a team. On the flip side there is often some stigma around posting on social media and that everything posted should be strictly professional. I think we need to shift away from the hierarchical style of leadership replacing it with more inclusive, empathetic approach which resonates with individuals at all levels.
Another leadership quality I admire is a willingness to challenge the status quo. To truly improve patient care, we must embrace innovation and occasionally rethink long-standing practices that may no longer serve us well. This requires a significant amount of courage, as there is often substantial resistance to change. Leaders who are able to effectively communicate the necessity of innovation can help to gradually shift these mindsets. They must engage in the delicate work of persuading others, fostering an environment where new ideas are welcome, and initiating a cultural transformation throughout the organisation. This process is not a simple one; it involves not only changing operational practices but also influencing attitudes and beliefs.
“We need to shift away from the hierarchical style of leadership replacing it with more inclusive, empathetic approach which resonates with individuals at all levels”.
The board plays a crucial role in this transformation, setting the tone and providing the necessary support to change hearts and minds. By leading with vision and conviction, these leaders can guide through the complexities of change, ultimately benefiting both patients and staff.
Finally, I hold in high regard those leaders who are genuinely dedicated to the growth and development of their teams. This commitment can manifest in various forms, such as the establishment of shadow boards, mentorship programs, or other developmental opportunities. By focusing on nurturing future leaders and preparing them for eventual leadership roles, these leaders demonstrate a forward-thinking approach that benefits both the individuals and the organisation as a whole. When I joined the West Yorkshire ICB, I had the privilege of experiencing such mentorship firsthand. The Chair, Cathy Eliott, and the CEO, Rob Webster, played pivotal roles in my development. They invested time and resources into my growth, guiding me to become the board member I am today. Their support extended beyond formal mentorship; it included one-on-one calls, participation in conferences and courses, and simply being available during moments of uncertainty or when I faced challenging decisions.
This kind of mentorship not only enhances individual capabilities but also strengthens the organisation by ensuring a pipeline of well-prepared leaders who can seamlessly step into roles as needed. Such leaders understand that their legacy is tied not only to their personal achievements but also to the success and growth of those they mentor and develop.
Haris Sultan – Biography
Haris Sultan is a dynamic leader dedicated to shaping the future of healthcare and advocating for the well-being of children and young people. As the former NeXt Director for Citizens and Future Generations on the NHS West Yorkshire Integrated Care Board, he focused on climate change, workforce development, and prevention. Haris’s innovative approach and forward-thinking strategies have been instrumental in driving initiatives that address these critical issues, ensuring sustainable and proactive healthcare solutions for future generations. Nationally, Haris serves on NHS England’s National Children and Young People’s Board and Chairs the National Network of Youth Forums, ensuring youth voices are heard across 60 NHS Trusts. A passionate advocate for health equity, Haris has contributed to major initiatives, including advising the UK government during the COVID-19 pandemic, and is currently a medical student at the University of Liverpool.
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