AMAV VICDOC Winter 2024 - Magazine - Page 43
In our quest to develop a robust healthcare
system, we cannot underestimate the importance
of balancing patient care with staff wellbeing.
If we don't look after staff, patient care
will be affected.
—
PRIORITISING TRAINING, EDUCATION AND
MENTORSHIP CULTIVATES COMPETENT
PROFESSIONALS READY TO TACKLE EVOLVING
CHALLENGES AND DRIVE INNOVATION.
—
This year, one of my major areas of focus
is on implementing the revised National
Framework for Prevocational Medical
Training. The framework provides a
foundational structure for enhancing
supervision standards and fostering
continuous development for junior doctors.
Sustaining support beyond initial training
phases remains critical. This initiative,
part of a nationwide rollout, extends
support beyond the traditional one-year
internship, offering two years of feedback
and growth opportunities. The focus is
on a more generalist approach, providing
comprehensive support during the crucial
early career phase. We need to find a way to
redress the balance between service provision
and supervision and education. This means
moving from a service provision first
approach to an approach that recognises that
without adequate education and supervision,
service provision will eventually suffer.
Current pressures often squeeze out valuable
education and supervision time, instead of
encouraging investment in mentorship and
education to yield a self-reinforcing cycle
of support and quality supervision.
SENIOR DOCTORS ARE INDISPENSABLE IN
SHAPING THE FUTURE OF HEALTHCARE
THROUGH MENTORSHIP AND EXPERIENCE.
—
A strong healthcare system also facilitates
the ongoing transfer of knowledge
and guidance to ensure continuity
and excellence in patient care while
nurturing the next generation of medical
professionals. Recognising the invaluable
contributions of senior doctors and fostering
intergenerational collaboration is vital for
workforce sustainability. We need to be very
careful that in front-loading senior decisionmaking we don't forget about the need to
continue to build future capability. If we
follow that too strongly, then we’re saying
we only want senior decision-makers;
we don't want anyone inexperienced.
That’s not sustainable.
VI CD O C WI NTER 2024
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