Northerner
Admin (Retired)
- Relationship to Diabetes
- Type 1
"The NHS commits to engage staff in decisions that affect them and the services they provide … All staff will be empowered to put forward ways to deliver better and safer services for patients and their families." Section 4a of the NHS Constitution.
For the most part, leaders in the NHS genuinely want to fulfil this promise and engage their staff. Yet achieving this has proven elusive. In 2009, the Boorman Review found that UK health professionals reported higher levels of stress and burnout than those in other sectors. This was impacted not just by long working hours but how valued professionals feel. Five years on and only two in five NHS staff feel their work is sufficiently valued.
Even as recently as 10 years ago, solving this problem would have been a major challenge – most trusts employ thousands of people and asking for all their opinions and ideas would have been too expensive to even consider.
So what has changed and how can we take advantage of it?
http://www.theguardian.com/healthcare-network/2014/jul/08/how-crowdsourcing-used-nhs
For the most part, leaders in the NHS genuinely want to fulfil this promise and engage their staff. Yet achieving this has proven elusive. In 2009, the Boorman Review found that UK health professionals reported higher levels of stress and burnout than those in other sectors. This was impacted not just by long working hours but how valued professionals feel. Five years on and only two in five NHS staff feel their work is sufficiently valued.
Even as recently as 10 years ago, solving this problem would have been a major challenge – most trusts employ thousands of people and asking for all their opinions and ideas would have been too expensive to even consider.
So what has changed and how can we take advantage of it?
http://www.theguardian.com/healthcare-network/2014/jul/08/how-crowdsourcing-used-nhs