Our healthcare system faces a terrible, multifactorial disease. Despite the recently revealed worsening, problems remain long-standing, with the social networking system affected by political cycles and lacking a long-term vision.
Therefore, treatment of SNS involves addressing all these aspects – a difficult practice, if not for the fact that our country is characterized by medical solutions.
Today we talk about investment and funds used for health and what will be implemented. With the Syrian national regime going through a complex crisis, all eyes are on the 2024 state budget, which expects a €1,206 million boost to the health sector.
Furthermore, we finally witnessed the publication of the Statutes of the Executive Directorate of the National Security Service and the Emergency Services Restructuring Plan. With the prospect of a difficult end to the year, these measures appear to be the holy grail that will lead to a turnaround in the sector.
However, the biggest crisis facing the NHS is the human resources crisis, and more than ever we need unity in tackling this situation. We live in a time of debate about the real number of professionals working in the NHS, about expectations regarding the public health system, and about the fairness of demands regarding working conditions, which generates conflict between politicians, managers and health professionals.
The reality is that there is a new paradigm for healthcare professionals and new demands and pressures on our healthcare system to which we must respond. The question should not remain “whether” we should adapt, but “how”.
This crisis is not exclusive and is noticeable in other European countries. The UK National Health System (NHS), which is often used as a reference for comparison with the NHS due to the similarity of its models, has faced similar challenges.
In this context, the NHS Long Term Workforce Plan, A level Retain health professionals for the long term. Although the outcome of this document is not yet known due to its novelty, one thing is clear: detailed documentation of all problems and proposals provides objectivity and clarity, being an essential starting point for understanding the issue.
Also in Portugal, the issue of human resources does not seem to have been completely forgotten, with the development of a proposal for an action road map aimed at rehabilitating the strategic planning and management of health human resources scheduled for the end of 2023.
The promise is there, but the importance and attention this topic will receive is still unknown and without signs of significant developments that would restore hope to health workers.
Listening and proactive action are essential to charting the path forward. In the UK, three priorities have been chosen: training, retention and retirement, i.e. investing in training, a work culture that prioritizes career development, balance between personal and professional lives and increased productivity combined with new opportunities. skills and adoption of technologies.
Concrete measures were identified, such as encouraging organizations to reflect on their organizational culture or establishing flexible working principles, among other examples. The proposals are available not only to legislators, but to the general population, allowing for accompanying development of local actions. This reality can be our reality if we demand a detailed plan committed to improving the future of our country.
Reform is not only the government’s task, but it is everyone’s task, especially at a time of decentralization of powers.
Let’s take stock of OE 2024, the changes in SNS governance and all that this represents. But let us not forget that our scrutiny is also necessary in other areas, and let us focus on the different parts that produce the whole, including those that may seem more difficult to address, but are closer to the workers who need to be evaluated.
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