Office of the Chief Scientific Officer: winner, workforce innovation award

The new electron linear accelerator facility, which offers an independent radiotherapy calibration service and a unique research facility.

The NHS's healthcare scientists punch above their weight. Although they account for just 5% of the health service workforce, their work is linked to 80% of patients' clinical diagnoses.

Historically though, the career paths and education and training of the 50,000 NHS scientists who come from 45 different scientific backgrounds, has been adhoc.

But now the healthcare scientists have their own defined career paths, which can take somebody starting off in a staff support role right to the top to become a consultant clinical scientist.

The pathways, backed up by a training and education framework, are part of Modernising Scientific Careers (MSC), which has already been three years in the making and is still being implemented. The intention is that, once fully introduced, healthcare scientists will be a sustainable and flexible workforce that can meet the future demands of the NHS and respond to changes brought about by science and technology.

Chief scientific officer professor Sue Hill says: "We recruit some of the best science graduates in the country but we were not developing them to their full potential.

"I think we now know the value of healthcare scientists working in the health system – we have pulled this valuable resource out of the shadows and placed them centre stage so that their knowledge, skills and expertise is more explicit and they can fully make their contribution.

"I think through this programme we have also ensured the sustainability and fitness for purpose in the future of the healthcare scientists' workforce to respond in a health system which is going to be driven by science and technology."

The MSC allows scientists to move between different scientific specialities, broadening their experience and creating a more flexible workforce.

MSC, which has been described as an ambitious and "complex workforce change programme", had to take into account NHS staff and patients, as well as all four UK countries, two Whitehall departments, the higher education sector, professional bodies, the royal colleges and sector skills councils.

Hill says one of the key obstacles was building new relationships with higher education: "We had to enter into and establish new partnerships between higher education and the NHS in particular, which weren't there before.

"We also had to make sure that people understood what they were letting go of, what they had before, and how this would be better and more flexible and was more about the future."

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Five minutes with ... the chief executive of the Royal Society for Public Health

'I would like to see much better integration of health and social care as this will improve the quality of people's lives,' says Shirley Cramer.

Describe your role in one sentence: Leading an energetic and professional multi-disciplinary organisation that is improving the public's health.

Why did you want to work in healthcare? There is nothing more important than healthcare, especially focusing on preventing ill health. If you are unhealthy it affects every other part of your life. Healthcare is fundamental.

How do you want to see the sector change in the next five years? I would like to see much better integration of health and social care as this will improve the quality of people's lives. We certainly need to have plain packaging for cigarettes and a minimum unit price for alcohol and it should happen sooner rather than later. It is important that we improve awareness and training for the frontline workforce on improving the public's health and wellbeing.

My proudest achievement at work was ... getting Hillary Clinton to speak at a conference

The most difficult thing I've dealt with at work was ... facing down the chief executive of a company who claimed he could cure a condition without evidence. There were media interviews over several years – it was exhausting but he went bankrupt in the end.

The biggest challenge facing the NHS is ... to motivate and energise a dispirited staff. Good leadership is essential.

The people I work with are ... very professional, energetic and innovative.

I do what I do because ... the role is endlessly diverse, interesting and an exciting challenge.

Sometimes people think that I am ... Pollyana because I always look on the bright side. It's always better to be optimistic.

Right now I want to ... find more hours in the day.

At work I am always learning that ... there is another way to do things. The one thing always on my mind at work is how we can achieve our goals faster.

If I could go back 10 years and meet my former self I'd tell them ... to put maximum time and effort into the planning process, evaluate as you go along and you will get the outcomes you want.

If I could meet my future self I'd expect them to ... feel happy that I tried my best and hopefully be able to look back on a job well done.

The best part of my job is ... working with great people on public health issues that I believe will make a difference; improving the public's health is a vital role.

The worst part of my job is ... keeping my paper in order, I am filing on the floor again!

What makes you smile? Someone smiling at me for no obvious reason.

What keeps you awake at night? I usually sleep soundly but occasionally I am kept awake worrying about budgets which is always a concern when you run a charity. There is always more you could be doing.

Shirley Cramer is chief executive of the Royal Society for Public Health

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Five minutes with ... the chief executive of Community Health Partnerships

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'Connell

Describe 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.

If you would like to feature in our 'Five minutes with ...' series, or know someone who would, then you can let us know by emailing healthcare@guardian.co.uk

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