Junior doctors move wards and hospitals regularly without tailoring to their needs the transient nature of their training often leaves them neglected by the system, lack of coordination leads  misses a wealth of innovation and ideas and means the projects they undertake often go unrecognised and not sustained. Morale in this group is low and engagement between them, clinical staff and management would be improved by a structured approach to support and adapting to their training system to maximise the benefits they can offer and provide information to them in a timely way. As Chief Registrar, I have spent the year discussing with stakeholders and designing up a system to facilitate peer support, innovation and improvement support to Junior doctors. 

Doctors have staggered starts throughout the year and stay in each hospital for as little as 6 months sometime moving team each 4 months.

Coordination of information about non clinical opportunities provided to them on or before arriving in the trust would allow planning into their time with clinical commitments. Rolling peer support sessions starting within 6 weeks of starting work over a 6 week cycle allows them to meet each other and discuss ideas, challenges and need.

Improving morale improves patient care indirectly. The innovation and quality improvement would give direct patient care with trust buy in increasing sustainability.

Pilot booked for August/September.