Sue O'Connell workes as a GP for 20 years before she became more involved in strategic service and estate planning, and her current role. Photograph: Sue O'ConnellDescribe your role in one sentence: I run Community Health Partnerships — a company that is owned by the Department of Health — that works to provide the community-based buildings and facilities needed to deliver 21st century health and social care.
Why did you want to work in healthcare? I can't remember a time when I didn't want to become a doctor, and as a result I worked as a GP for 20 years. It was during this time that I became interested in a more holistic approach to improving the health of local communities and this then led to me becoming more involved in strategic service and estate planning, and my current role.
How do you want to see the sector change in the next five years? I am a firm believer in the power of localism to drive change. I'd like to see the sector being more responsive to what people need to improve their health. Concentrating on building local services, responding to local need and helping people stay well. Inevitably this means a much greater role for NHS and local authority integration and in particular, public health, but its remit needs to broaden. In our experience, partnership working (public and public, plus public and private) is a really effective way to do this, but you have to learn to partner effectively.
My proudest achievement at work was ... I am lucky that I get to visit the buildings that have been developed through the local improvement finance trust programme and directly experience the impact they are having on local communities. Seeing a well used facility where people are receiving high quality services that are tailored to their needs — all delivered in a building and an environment that is a pleasure to visit and work — gets me every time.
The most difficult thing I've dealt with at work is ... changing behaviours and perceptions.
I think the Health and Social Care Act is ... a good start.
The people I work with are ... intelligent and committed to making a difference through what they do. We work closely with a wide range of people and organisations in both the public and private sectors who are similarly committed — whatever their background. I find that hugely empowering.
I do what I do because ... it is needed so badly and what we do really makes a difference to people on the ground who are delivering and accessing services.
Sometimes people think that I ... have far too high expectations, which I probably do, but this is because I always want to ensure we can demonstrate how we are making a difference.
Right now I want to ... have more hours in the day and not to be late for any more meetings!
At work I am always learning that ... if you treat people right you get the best from them.
The one thing always on my mind at work is ... how to ensure that we put public money to work effectively, that we spend it wisely and drive efficiencies.
If I could go back ten years and meet my former self I'd tell her ... it doesn't get any easier with age, whingeing doesn't get you anywhere, but finding clever solutions does.
If I could meet my future self I'd expect her to be ... frustrated that she couldn't achieve more.
What is the best part of your job? The good people that I am fortunate to work with.
What is the worst part of your job? Seeing progress and improvements being blocked because of mantra or dogma rather than evidence.
What makes you smile? Photos of my children, which is a bit sad as they are 25 and 27!
What keeps you awake at night? Time being wasted tinkering about at the edges when what is needed is a national debate and a complete national re-think about what a health and social care system — faced with an aged and ageing population — should look like.
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