Joan Saddler, OBE - National Director of Patient and Public Involvement


The Breaking Through programme remains an invaluable source of professional development for BME staff within the NHS.

I remember starting my role as a non-executive Board Chair in 2001 and attending the NHS Confederation Conference. I was startled, amazed and saddened by the fact that I counted 19 non-white BME people from an audience of nearly 2,000 chairs, chief executives and senior executives at one of the most important annual calendar events for NHS organisations in Britain.

I have not forgotten that story, which is now more than seven years old but I am retelling it here for a reason.

The NHS has changed in those eight years and I think that both the NHS Plan and the Breaking Through (BT) Programme have had a lot to do with that. Whilst the NHS Plan signalled more investment in services and the workforce, BT became the route through which a strategic direction was set for service and workforce improvements for BME communities and staff. BT still offers one of the only routes to top flight programmes where staff can self-refer themselves to senior level career opportunities.

‘You’ can do something about the lack of BME senior staff in the NHS by accessing BT as a participant and also by sharing the skills that you have acquired. Progression within the NHS requires commitment and staying power but BT can assist you to plan your route and also to navigate organisational obstacles that might and might not be apparent.

The Breaking Through Programme is planning and growing future role models and you can be a part of that. By actively seeking BME talent the programme offers you leadership expertise from leaders within a range of sectors.

The NHS still faces many challenges and whilst I see many more BME conference participants at a range of levels, we still need more people at the top. For those leaders who already support the programme, you can maintain this issue as a priority within your organisations and also ensure that the doors stay open for members of staff wanting to Break Through.

Janet Soo Chung Chief Executive – York City PCT

Although Janet hasn’t been through the programme herself, she’s acted as a mentor to those who have. And she thinks the Breaking Through Programme is important because ‘if you are serving a diverse population and have a diverse workforce, then it is only right that everyone has the same opportunities to advance their career, regardless of background.’ In her view, people ‘really appreciate the support and the opportunity to work alongside others who have experienced similar issues and who can offer advice on how to overcome them.’

Best of all though, ‘People see the success of the programme and feel that they are welcome here and that their career and development will be taken seriously.’ Janet thinks that in addition to raising the profile of the NHS and reinforcing the importance of having a diverse workforce, the programme has made people realise that no matter where you come from or what your background, you can succeed in the NHS.

And even though Janet thinks that ‘the programme is not for everybody,’ she has witnessed the programme’s success in building the confidence of its participants and in promoting networks of people within the NHS. Moreover, as a result of experience and improvements, the programme is helping people to ‘overcome the negative perceptions of working for a large organisation.’

John James Programme Consultant – NSR Leadership Workstream Department of Health 

John James has worked in the NHS for many years, recently as CEO of Hounslow and Brighton and Hove PCTs. John knows all about the Breaking Through Programme. Not only has he been a mentor to programme participant, but he has helped to facilitate events for others connected with the programme as well. And he thinks that people have gotten a lot out of it, particularly in the beginning. ‘It was important as it filled a void for groups of BME staff who, for whatever reason, felt that they weren’t progressing through the standard routes.’

John says that those on the programme ‘gained an enormous amount and developed confidence and other developmental skills.’ And while he is quick to point out that ‘development is different from progression’ and that everyone who went on the programme didn’t necessarily progress within the NHS, he says that everyone at least grew in some way. ‘The best things about the programme are what the individuals got out of it.’

Even though John thinks the programme accomplished what it set out to do, he still thinks there’s room for improvement. ‘It broke down some of the barriers that were there before, but it now needs to adapt to the current situation so that it can grow and change and continue being worthwhile.’

Ultimately, John wants to see the NHS support and nurture the next generation of leaders. ‘The characteristics that people need to succeed as leaders in the NHS are no different to the ones they would need in any other organisation – vision, delivering results, making change happen.’ The real trick, John thinks, is how to ensure that the NHS develops these leadership qualities in its own people.

Prem Singh - Chief Executive- Derby City PCT

I have worked with the Breaking Through programme for a number of years and acted as a mentor to participants. In fact, I have recently appointed a previous participant and mentee as a Director in my PCT. This last year has seen a significant change in the way we recruit, support and train new participants. The entry process is very rigorous and I am confident that participants will find their experience and learning much more targeted on senior leadership roles in the NHS. This is a tremendous opportunity to develop our leadership talent. I wish them well.

We find ourselves in a new, challenging and exciting time in the NHS and there has not been a more demanding time for the leadership of the NHS to step up to the plate. Amongst these many changes is tackling the gross inequalities in health outcomes and access to our services in the very diverse communities we serve. We need to reflect this diversity in the NHS and to tackle these issues head on if we are to make the next stage of the NHS a true success. In addition we need to be a more culturally competent NHS and Breaking Through is one of the ways we can achieve this.

As a CEO it is my duty to develop and nurture our talent within the NHS so that we are better prepared for the challenges and opportunities that face the NHS in a 21st century Britain.