NLIAH: 2008/09 Work Programme Half Year Key Achievements 2008-09 Half Ye… · NLIAH: 2008/09 Work Programme: Half Year Key Achievements - 2 – Gateway to Lead 2007 participants

NLIAH: 2008/09 Work Programme: Half Year Key Achievements - 1 – www.nliah.wales.nhs.uk

NLIAH: 2008/09 Work Programme Half Year Key Achievements

Introduction In April, I issued the 2008/09 NLIAH Work Programme. This set out the breadth of work across the 5 NLIAH brands and highlighted key events, launches, publications, national level programmes and local, bespoke support opportunities. This special e-bulletin provides a half year review, in the first six months NLIAH has managed 88 events, with 3533 participants, launched 8 publications, delivered a resoundingly successful NHS Awards ceremony and increased local, bespoke support through the agreement of Capacity Support Plans. I am delighted that all workstreams are on track and would like to pay tribute to all NLIAH staff, whose commitment and enthusiasm is palpable, and whose knowledge and skills are making a value added difference to NHS Wales. I hope that you will find the review of interest; you can obtain more information from www.nliah.wales.nhs.uk. I also welcome any comments or suggestions you may have and can be contacted on [email protected]. Jan Williams OBE NLIAH CHIEF EXECUTIVE

Care to Lead In September, eight of the Gateway to NHS Wales 2006 trainees successfully completed the programme. The remaining four (finance trainees) will continue until September 2009. All trainees have been offered positions within NHS Wales,

reflecting both their calibre and the value of offering a permanent employment contract at the outset of the programme.

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Gateway to Lead 2007 participants completed their programme in October and returned to their substantive posts in their employing organisations. Gateway to NHS Wales 2008 successfully recruited 12 (four general management, five finance, one health informatics, one HR, and

one procurement) high quality graduate trainees to the programme (pictured). The National Induction, introducing the trainees to NHS Wales, ran successfully during the first week of

September with very positive feedback received from the trainees. They have been matched and been employed by NHS organisations on permanent contract from 1 September 2008. Further information: Karan Harry. 12 participants completed the Strategic Finance Leadership Programme. A further five will complete the programme during October-November. It aims to develop Finance Directors’ technical and professional skills, helping them meet the challenges resulting from NHS Wales Reform. Jeff Buggle, Director of Resources, DHSS WAG, has endorsed the programme and strongly recommends it for all Finance Directors across NHS Wales. Further information: Grant Evans. Two new Leading to Deliver programmes began in the South East and North Wales areas, with 42 participants. Leading to Deliver has been jointly developed and delivered with Service Improvement colleagues to develop managers both professionally and personally. It provides knowledge and skills in change management, service improvement and organisational development, alongside the development and enhancement of core management leadership capabilities. The evaluation of the Leading to Deliver pilot in the Mid and West area reported that: “The overwhelming feedback from the participants, Line Manager and Chief Executive interviews was positive and described a well structured programme which worked effectively for both participants and sponsoring organisations”. Further information: Jo Carruthers.

Leading to Inspire has successfully recruited 24 participants for its proof of concept programme. The programme has been developed to meet employers’ requests for high quality, academic leadership development, delivered locally within newly emerging organisations across NHS Wales; it brings together three successful NLIAH products: ‘knowledge’ through the Core Academic Programme; ‘skills’ at a 3 day

Top L-R: Kelly Williams, Nicholas Hogben, Dean Fletcher, Laura Rixson, Jane Boult, Ross Whitehead, Gavin Owen, Simarmeet Singh. Bottom L-R: Joanna North, James Davies, Rifath Yaksambi





intensive Organisational Development Workshop; and ‘behaviour’ through the Executive Leadership Development Modules. Further information: Bethan Johnson.

Vital Signs, the peer co-consulting programme for Top Leaders in the NHS from across the four home countries, is designed to encourage co-working and knowledge sharing across the NHS, to deliver improvements to the service. Participants identify a current organisational challenge, critical to delivering high performance services; they come together to provide co-consultancy support to resolve the problem. In the latest co-consultancy programme, participants engaged the North Wales Trust to investigate Clinical Engagement (clinicians having a guiding voice and engaged in planning,

business, operational and investment decisions at most levels in the organisation). The Trust will use the findings, together with those from the recent Organisational Raid, to support its transition planning. Further information: Sion Charles. Local Health Board Transition Support workshops are underway with Cardiff LHB, Gwynedd LHB, Ceredigion LHB, Swansea LHB and Carmarthen LHB. The workshops focus on supporting the LHBs to continue to deliver during the reorganisation, and are delivered jointly by local Care to Lead team members and external support. Further information: Jo Carruthers. Local support for individual organisations/healthcare communities included: • An Organisational Raid has been successfully completed with the North

Wales Trust following an invitation from Chief Executive Mary Burrows. Separate Raids were undertaken in the East and Central Areas of the Trust. The team held interviews and workshops with 85 Trust employees to look at Organisational Culture. Reports provided will support/inform the Trust when developing its Transition Plan.

• Organisation Development – the local Care to Lead and Service Improvement teams are currently working across the Gwent community, focused on the Clinical Futures strategy.

• The Clinical Directors and Senior Directorate Team Development Programme began in ABMU Trust in September; this work is managed by the Trust.

E-mentoring represents excellent value for money compared with traditional mentoring. The return on investment assessment identifies that staff and travel costs associated with traditional mentoring will amount to £112,000 compared with only £28,000 through e-mentoring. The use of e-mentoring will lead to similar outcomes but result in £74,000 of costs being avoided.

Mark Sykes (HR Director, North Wales Trust) and Kate Watkins (Chief Executive, Newport LHB)





Launched June 2008, the Care to Lead Learning Channel is an online learning support tool; offering Care to Lead past and present programme participants access to media content and other resources, to enhance their professional development. The Channel provides access to a media-rich, web-enabled resource, including: a collaborative learning space, e-mentorship, podcasts, audio and video files of keynote and speed learning sessions, delivered as part of the Core Academic Programme, and access to the widest possible sources of information including the Harvard University Management Mentor®. Further information: Paul Schanzer.

Design 4 Improvement NLIAH Modernisation Assessment In August, the final 2007/8 Modernisation Assessment reports were issued to each Trust and LHB, along with a National Report. The headline message confirmed that ‘health bodies have made considerable progress to deliver higher standards of patient care and better value for money, but significant opportunities for making further improvements remain’. The National Report sets out the key findings across Wales. Further information: Stuart Silcox. Specific achievements include:

Identifying and helping two trusts to improve operating theatre efficiency, resulting in a 12% increase in patient throughput so far in one Trust, thereby reducing waiting lists. An additional project has reduced late starts from 22% to 14% over a 3 month period.

Providing a way forward to improve and address unscheduled care issues in three health and social care communities, to improve the treatment of patients in more appropriate care settings as alternatives to hospital. One community has since co-located A&E and Out of Hours (OOH) services to improve patients’ experience, saving circa £200k.

Providing capacity support to improve referral management and medicines management.

Developing a Chairs’ Dashboard to give Trust and LHB Chairs immediate high level assessment of key performance indictors.

Change Agent Team (CAT)

The CAT has provided health and social care communities with toolkits to support more referrals for community-based treatments, thereby reducing admissions to hospital and Delayed Transfers of Care (DToC). NLIAH





launched the Supporting Practice in Intermediate Care Evaluation (SPICE) tool on 9 May 2008 and followed this with bespoke support for implementation from the team. Key older people’s physicians across Wales are also championing the work. The ‘Passing the Baton’ toolkit was launched on 11 June, followed by a sustained campaign of local roadshows and problem solving ‘surgeries’. The CAT support local discharge experts, to provide continuous training programmes, which will also support practice in Unified Assessment and Continuous NHS Healthcare processes. The Welsh Audit Office DTOC follow through project suggests that Passing the Baton is having an impact. Further information: Lynda Chandler. Skills4change This programme continues to deliver skills tailored to a range of individual, team and organisational needs. We will shortly be seeking accreditation for the NLIAH in-house six sigma greenbelt, linked to KSF competency levels, and also developing a higher level accredited six sigma/lean champions course for Directors (both management and clinical) General Managers, again linked to KSF competency levels. Therefore a suite of courses will be available, covering the whole range of KSF competency levels.

Due to phenomenal demand, a substantially increased number of organisation-specific skills4change greenbelt courses are being run in 2008/09, with 102 delegates being trained from April-September through 8 courses. Some notable highlights from projects completed so far include:

• Improvement of the 4 hour waits in A&E at one hospital from 82% to 94% and a reduction in incidents related to admissions by 88%

• Sickness levels on one ward have been reduced by 30 days per month. It also identified some key issues with the management of sickness which can now be addressed elsewhere in that Trust.

Further information: Chris Matthews. Certificate in Managing People (CIPD) The first pilot programme of the CIPD Certificate in Managing People, tailored for NHS Wales began on 17 September 2008. 14 people are undertaking the pilot programme, and an all Wales roll-out will follow evaluation. Tracy Fernley of the CIPD states that ‘the Certificate in Managing People is the first Certificate that the CIPD have developed specifically for line managers, and is focused entirely on the people aspects of a manager’s role. We are delighted to have been offered the opportunity to work with NHS Wales to deliver a qualification that will develop the existing skills of their line managers’. The distinctive features of this




programme include: blended learning, workshops, a dedicated online Learner Support Site, a personal tutor and associate membership of CIPD. Further information: Ruth Tyrrell. Global Rating System (GRS) The NLIAH-commissioned national endoscopy training programme ensures that medical and non-medical staff will be trained to meet the needs of the bowel screening programme, supporting the ‘Bowel Cancer Framework for Wales’ issued under cover of Welsh Health Circular (2008) 025. NLIAH has worked with the English Endoscopy Team on the accreditation of Endoscopy units in Wales. NHS Wales has made good progress; each Trust has submitted three GRS six-monthly censuses. If the Welsh GRS data is compared with that of England, it can be seen that Wales is making more rapid progress in certain domains, than was made in England. The National Endoscopy team recently completed its JAG (Joint Advisory

Group for Gastrointestinal Endoscopy) Accreditation Training. This will enable team members to carry out pre JAG and JAG visits during 2009/10. The accreditation process uses the Global Rating Scale (GRS) framework as the main contributor, looking at all aspects of the endoscopy service including clinical quality,

patient centeredness, workforce and training. Endoscopy need to achieve level As and Bs in the GRS domains before they can be considered for accreditation. The accreditation process will enable NLIAH to demonstrate that endoscopy services in Wales have achieved the highest quality standards possible. Further information: Claire Lloyd. Radiology Radiology redesign work is underway at one large trust in South Wales and one in North Wales. Planned feedback support has been provided to enable one large hospital in South Wales to commence direct booking of examinations from out patient clinic and also open access plain film examinations for patients referred from GP surgeries. An additional site has asked for further assistance with its MRI redesign. Further information: Claire Lloyd. Releasing Time to Care (RTTC) Working with external consultants and staff at 2 sites (Royal Glamorgan hospital and Withybush hospital), NLIAH has been piloting the ‘Releasing Time to Care’ initiative. Some simple tools and techniques can help ward staff reduce the amount of time they spend, for example, on admin and discussion, allowing them to focus on improving the patient experience.

Initial results show that nurses now spend one sixth more of their time with patients than previously (up from 42% to 49%). For a typical ward with 30 wte staff, this equates to 80 more hours per week spent caring for patients.





There have been other improvements, such as improved infection control, cost savings and a sense of calm and organisation on the wards that patients have commented on. Other pilots are beginning in Velindre, Cardiff and Vale NHS trusts. Facilitators have been trained across all these sites. Further information: Chris Matthews. Centre for Mental Health Services Department (CMHSD) In the last six months, the CMHSD team has: • Responded to information requests from the service with details on best

practice and research findings. The five mental health networks have continued to meet as per Service Level Agreement requirement:

o All Wales Mental Health Managers Network o All Wales Improvement Network for Older People o All Wales Voluntary Services Network o All Wales Accommodation Network o All Wales Secure Provision Network

• Completed a whole system review of Conwy & Denbighshire Mental health partnership, with the implementation plan supported by a cross agency team.

• Completed a review of the voluntary sector Mental Health Development Officer Service in Wales and provided a report to WAG.

• Delivered 3 consultation events on the Michael Williams paper. In July Phil Chick, the WAG Mental Health Policy Lead, transferred to NLIAH and, since that time, has worked on:

• The final draft of the Suicide and Self Harm prevention Action Plan; • A presentation to an international symposium on Forensic Mental

Health on Welsh Secure Services Review; • Supporting the development work on Bibliotherapy and applicability

to CCM. Bibliotherapy allows a GP to give a patient a paper based ‘prescription’ of recommended self-help books which can be borrowed from local libraries.

• Lecturing to Approved Mental Health Professionals on mental heath policy during the AMHP induction Swansea University;

• Representing Wales on the UK Samaritans SPIRE group.

NLIAH joined forces with DSU to audit the Care Programme Approach and forwarded the final report to Mrs Ann Lloyd at the end of October. Further information: Leslie Rudd.

Design 4 Partnership The Design for Partnership brand is now in its second year and has increased significantly in the first six months of 2008/09.




Developing Approaches to Citizen Engagement: Implementing a citizen centred approach to developing the Rural Health Strategy This programme is now complete, with the report setting out the findings of the programme submitted to WAG at the end of September. Key components of this engagement exercise have been: • Development and agreement of an engagement methodology • Supporting the WAG Rural health stand at Royal Welsh Show; • Canvassing the views of 81 visitors to the Royal Welsh Show and

facilitating a discussion forum bringing in representatives of organisations with an interest in rural affairs;

• Designing and distributing a short questionnaire to partner organisations with an electronic version available for staff with 569 questionnaires completed;

• Running a total of nine focus groups across the rural areas of Wales, each working with members of representative groups (82 people attended in total);

• Three regional Stakeholder events to share and develop the emerging findings with representatives of stakeholder organisations.

Further information: Barbara Bowness. NLIAH/PSMW joint work programme The Post Graduate Certificate in Leadership for Collaboration, provided by UWIC got off to a great start with its first intake of students, with cohorts in both north and south Wales. The Bursary Programme is in its second year, and has expanded significantly. Bursaries are available to leaders and senior managers from the Welsh public service to study at U.K. and international centres of excellence - Harvard’s John F Kennedy School of Government Executive Education, Henley Business School, the Tavistock Institute, INSEAD, the Work Foundation and Centre for Creative Leadership. Four bursaries have been awarded so far – all to NHS staff. The DBA in Public Service Transformation is being led by the University of Glamorgan Business School and the first cohort started at the end of October. Further information: Siân Harrop-Griffiths. Support for Local Service Boards As well as supporting LSBs through the CCM Demonstrators, NLIAH is working with some other local LSBs; a briefing paper has been prepared for Neath Port Talbot LSB which reviews different models of health and social care services and associated governance arrangements; in Cardiff, support for the review of joint health and social care joint planning arrangements is underway. Further information: Siân Harrop-Griffiths.





NHS Wales Volunteering Network NLIAH has become a member of the NHS Wales Volunteering Network Steering Group. The network brings together NHS Trust volunteer managers, WCVA, WAG, staff representatives, volunteer representatives, and patient and public volunteer links. Working in partnership, the network aims to increase the numbers of volunteers in NHS Trusts in Wales through: • Development of a framework of good practice in citizen engagement and

volunteer management • Sharing existing good practice • Marketing and promoting partnership working Further information: Barbara Bowness. QuIP Delivery Support Between April-September 2008, NLIAH, Wales Centre for Health, National Public Health Service and Clinical Governance Delivery Support unit worked collaboratively to deliver some of the key actions in the Healthcare Quality Improvement Plan.

1000 Lives Campaign • The Minister for Health and Social Services

launched the Campaign in April 2008 • Over 300 staff from across Wales attended

three 24 hour learning sessions. • All NHS organisations in Wales are participating in the Campaign and all

interventions are being tested and, in some cases, implemented across Wales

• ‘How to’ guides covering 6 “Content areas" were produced and supported by dedicated Campaign websites

• The Campaign Director visited all participating organisations and gave a formal progress report

• The Health Foundation gave grant support to provide a field team across Wales

• International recognition for Campaign work. While several countries are engaged in Campaigns, Wales is unique in extending the work to primary care, for achieving whole system sign up and for its extensive involvement of patients and public.

Further information: Alan Willson.




Stroke Services Collaborative The Stroke Services Collaborative was established as part of the all Wales Stroke Services Improvement Programme and produced a ‘how to’ guide to support teams managing the acute phase of stroke. The guide aimed to improve the reliability of services and to shorten time delays between patients experiencing symptoms of stroke and interventions like aspirin and CT scan. This programme is being managed by Michelle Price, a physiotherapist from Swansea, an experienced clinician. We have also been fortunate in attracting a senior consultant, Dr Anne Freeman, supported by Michelle Graham, who are both based in Gwent and are working one day a week for the collaborative. Further information: Michelle Price. Strategic Planning and Support Strategic planning support is being provided to 3 areas of Wales: Swansea, North Wales and Gwent. In each case, NLIAH is specifying and managing external consultancy to support organisations to design and quality assure major strategic planning initiatives. The input has a particular emphasis on engagement. NLIAH will publish the work in March 2009 to share themes and lessons learned. Further information: Alan Willson.

Workforce Development Integrated Workforce Planning Workforce Development has worked with WAG to develop and implement a new integrated workforce planning process. The

new system is very different from that of previous years, with all NHS organisations within a health community working together to produce a comprehensive integrated plan by March 2009. For this year only, there was a stopping off point in September 2008, to provide education commissioning requirements for the 2009/10 academic year. Following the first phase of training the Workforce Development team has begun to provide bespoke training and development, tailored specifically to individual organisations. The development of a workforce configuration tool assists organisations in analysing their current and future workforce needs. The tool has been well received in NHS Wales and has been adopted by some SHAs in England and by the NHS in Scotland. Further information: Sue Cromack. Workforce Information Before the introduction of the Electronic Staff Record (ESR), the only source of workforce data and information was the annual staffing census. The new electronic staff record is now populated with data on a monthly basis and





workforce information and data is available 6 to 8 weeks from the time of entry. NLIAH hosts the new system, which helps us, individual organisations and WAG to understand the current issues facing the workforce. Further information: Sue Cromack. The Mental Health Workforce Project The Mental Health Workforce Project has delivered a collaborative, all Wales approach to preparing organisations and the workforce for the new legislation, the majority of which provisions come into force on 3 November 2008. Achievements include a profile tool; Guide for Employers; an education framework for Approved Clinicians; testing (and adoption) of Creating Capable Teams Approach (CCTA), a first for psychological therapies, and a first also by linking CCTA with the Skills for Health team competence. Further information: Marjorie Kingston.

Credit for Patients evaluation The evaluation found that, for many people, the learning undertaken relates to lifestyle changes that are important for their survival and longevity. It is hoped that learners will be motivated to go on and access community education and lifelong learning opportunities. In addition, the assessment helped

NHS staff to be clear about the level of understanding and skill the patient or carer had acquired; this has the potential to impact re-referral rates. Further information: Mike Cole. Credit Rated Units for Certificate in Role Redesign NLIAH has developed a suite of units to offer credits for the knowledge and skills required for good practice in Role Redesign. The units have been designed to meet the standards for Role Redesign set out in the Standards and Guidance for Role Redesign in the NHS in Wales (2007). Further information: Mike Cole. Potted Guides The publication of major documents, which cross a number of sectors and which have a major impact for the NHS, represents a common challenge for us all. A number of such reviews have been published during the past year and the Workforce team has reviewed, distilled the key points for the NHS and published the following potted guides: • Webb Review • Leitch Report • Skills that work for Wales These are recognised as providing a valuable source of information for education and training managers in the NHS and are available on the NLIAH website. Further information: Mike Cole.





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Recruitment, Retention and Careers Implementation Steering Group The work of the group included the establishment of an NHS Wales Ambassadors Network to support careers activities within Trusts. Some of the ongoing activities included: • Increased Return to Practice opportunities to meet demand from would-

be returners and NHS employers. Opportunities increased by 25% for nurses and midwives (60 places to 75 places) and by 100% for AHPs and Healthcare Scientists (3 places to 6 places);

• the multi-agency Wales Health Sector Careers Information, Advice and Guidance Strategic Partnership, acting as a reference group for the NHS Wales Careers Service;

• Preparation for 2009 NHS Open Week. Further information: Anne Duggan. Community Nursing Education The project has seen excellent collaboration between NLIAH, higher education and service providers, and professional bodies. A common, all Wales core module (the first phase in developing a new, flexible, modular approach to Community Nursing Education) is being validated by all the HEIs. This will commence in January 2009. The articulation of the delivery, content and assessment of this core module has facilitated progress on the scoping of the next phase of development. Further information: Will Oliver. Welsh Endoscopy Training Network (WETN) The WETN is in the last year of its planned, three year lifespan. It has been most successful in meeting its original aim of providing high class training to the full Multi Disciplinary Team providing and supporting Endoscopy services in NHS Wales. While originally intended to be self sustaining after 3 years, the programme has generated far higher levels of training needs than originally anticipated. The WAG has received a request from the Network to extend the lifetime of the funding, due primarily to its success. Further information: Will Oliver. Laparoscopic Colorectal Surgery Training Network The Welsh Institute for Minimal Access Therapy (WIMAT) and Cardiff and Vale NHS Trust are hosting this development. Mr Jared Torkington has been appointed Consultant Network Lead and WIMAT has ensured that the infrastructure for delivering the programme is in place; all surgical teams across Wales will have access to bespoke training. Further information: Will Oliver. Healthcare Support Worker Skills Co-ordinators Appointments have been made to all 10 posts, with one healthcare community (Swansea) appointing half a post to the Trust, and half a post to the LHB (to progress primary care and nursing home support worker needs). These posts are funded via the Individual Learning Account money for NHS Wales. Having scoped the training needs for Healthcare Support Workers







across their communities, they will co-ordinate the development and delivery of accredited learning for this vital staff group. Further information: Will Oliver. Designed for Competence The Designed for Competence Project, (D4C), in which Skills for Health and NLIAH are working in partnership, focuses on supporting health and social care employers and education providers to embed the Skills for Health Learning Design Principles, and develop flexible competence-based, award-bearing educational packages. In addition, the project will identify new ways of working to support the management of chronic conditions. The project is due to complete in March 2009. From April to September, NLIAH facilitated three workshops to develop the competence profiles for services, using the Skills for Health electronic tools. Detailed work was carried out to validate and quality assure the competence profile, with the Clinical Engagement Group, the Stakeholder Reference Group and other key Stakeholders. Further information: Lynn Turner. The Integrated NLIAH approach – Chronic Conditions Management Excellence in Chronic Condition Management: CCM Demonstrator Sites NLIAH is supporting the Demonstrator Sites in Carmarthen, North Wales (Wrexham and Gwynedd) and Carmarthen through local facilitation and support. A National CCM Team is being established, which WAG has asked NLIAH to host. Further information: Dominique Bird. CCM programme The CCM programme succeeded the ICP programme and the key messages from the ICP evaluation have shaped its delivery. The CCM programme provides targeted support to all LHBs in Wales, on the implementation, and development of Chronic Condition Management (CCM) action plans. Service Improvement Managers help health communities with the reconfiguration of services and the provision of improved care aimed at:

• encouraging patients to self-manage; • improving GP referral rates, reducing hospital admissions, outpatient

referrals and lengths of stay (LoS); • developing more appropriate points of care, particularly within the

community setting;






• improving resource utilisation; and • reducing prescribing costs.

Further information: Dominique Bird. Generic Pathway The CCM Team is working with the CCM Demonstrator sites to develop a generic pathway. A project team has been identified which will consider:

• The timeline for each element of the pathway. • Various products such as templates, protocols, algorithms,

information leaflets, guidelines and care plans • A skills and competency framework for delivery of each of the

elements A flexible approach will be adopted, to enable localisation of the pathway prior to testing in the CCM Demonstrator sites. The outcomes of the pilots will then be shared across Wales with the wider health and social care communities. Further information: Dominique Bird.

Learning Laboratory The Learning Laboratory has a range of physical and web-based services to support NHS staff across Wales, those on NLIAH programmes and those in partner organisations. During April-September 2008, the Learning Laboratory:

Registered 179 new members bringing the total number of members to 433;

Loaned 382 books to NHS Wales staff and those in partner organisations;

Attended 13 events across Wales to promote NLIAH resources. Visit the NLIAH website at www.nliah.wales.nhs.uk to view the online catalogue. Books can be posted to your workplace and a freepost address is available for return of books. Further information: Karen Field.

Publications NLIAH has an important role in publishing and disseminating good practice, designed to support all NLIAH brands and provide staff across NHS Wales with a range of learning materials. Key publications in April-September 2008 included:



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Design 4 Improvement • A Guide to Good Practice:

Unscheduled and Emergency Care Services

• Clinical Engagement: Primary Care Leading by Design

• Chronic Conditions Management

Programme: The Themed Approach In NLIAH

• Engaging Clinicians in a Quality

Agenda • Modernisation Assessment

Summary Report 2007/08 • Passing the Baton QuIP • Welsh Critical Care Improvement Programme:

Final Report Workforce Development • Flexible and Sustainable Workforce Strategy

Documents

NLIAH: 2008/09 Work Programme Half Year Key Achievements 2008-09 Half Ye… · NLIAH: 2008/09 Work Programme: Half Year Key Achievements - 2 – Gateway to Lead 2007 participants