1. Engagement Plan Pre-Programme Plan to support SDM and Service Reform Programme Document Control: Version: Version 1.4 Date: 2 nd March 2015 Status: For Approval

2. Purpose The purpose of this document is to provide assurance to the Transformation Programme Board and Full Board that the Health Board is developing an appropriate structured engagement process to support the launch of 2 strategic change programmes : Strategic Delivery Model (SDM) Programme and Service Reform Programme. A high level external review has been commissioned to confirm the pre-programme work required in relation to engagement and communications to ensure these programmes are successfully developed across the organisation. This engagement plan will be further developed on that basis. Key Objectives The objectives of the engagement plan are to: 1.Ensure staff, partners and key stakeholders identified within this engagement plan are aware of the strategic change programmes and have an opportunity to engage with the Health Board during the development of these programmes. 2.Engage with staff on some general principles around how we develop services for the future. 3.Develop and test potential opportunities for future engagement and communication. 4.Enable stakeholders to influence the development of the programmes. 5.Develop support for the SDM Programme. Key Outputs 1.Staff & Partners understand what the SDM and Service Reform programme is, key timescales, potential activities. 2.Initial internal work to develop our principles which underpin how future services are developed. 3.Feedback and input is gathered from stakeholders and key supporters are identified. 4.Potential channels of communication are identified. 5.Staff and partners feel they have had the opportunity to influence the programme 6.WG/Local politicians are engaged. 7.Potential challenges and issues of engagement are identified. 2

3. Key Requirements & Assumptions Key Requirements The following key requirements have been identified to support the pre-engagement work. 1.Interim Senior communications and engagement expertise is required during the pre-engagement phase until the Senior Communications Lead and Engagement Officer have been appointed. 2.The communication team will provide support to develop a dedicated intranet site required for the SDM programme, this work will be aligned to existing work underway to develop the intranet and internet sites. 3.A brand will need to be developed to support the broader transformation programme, this will be developed with external support. 4.There is a requirement for specific and targeted engagement. 5.We need to ensure that all communications do not use jargon and are easy to understand. 6.The chat to change mechanism will be the central mechanism for engaging broadly with staff. Key Assumptions 1.The engagement and communication plan is subject to approval of the investment case for the SDM and Service Reform programme, which is due to be approved on the 19 th March 15. 2.An engagement strategy for the Health Board will be developed over the next 6 months as a separate piece of work and this will be the basis for engagement on the SDM and Service Reform Programmes. 3.Existing organisation cascade within the organisation will be improved to support communications of these programmes to staff. 4.Work to develop the HB’s website and intranet site continues and will be complete by October 15. 5.A social media policy is developed which supports the necessary engagement actions by June 15. 6.Health Board branding will be strengthened before October 15. 3

4. Approach Key points The engagement process for these programmes will be aligned with the wider Transformation engagement and communication requirements. A brand will be developed to ensure consistent messages across programmes. Established mechanisms will be utilised where possible e.g. Chat to change to minimise burden on staff The engagement during pre-programme phase will initially be with internal staff and agreed representatives from external provider organisations to inform the development of these programmes. The engagement process will include communications to our external key stakeholder such as the CHC, Patient Forums, Powys County Council and 3 rd sector so they are informed of the work we are starting to undertake. The engagement process must continue to empower staff and local decision making within the existing locality and directorate structure, but within a strategic framework. Every engagement/meeting will have a formal feedback mechanism to Programme team and the Transformation Board, which will be managed by the attending Programme Team representative. Engagement options have been considered across three categories that will facilitate the effective engagement of a wide range of stakeholders, achieve specific objectives when necessary and will promote co-production across the organisation in developing the future direction of the health Board: Passive Communication- providing information and updates to a broad range of stakeholders using email, intranet, flyers etc.; Broad Engagement-using existing forums and mechanisms to directly engage with stakeholders through roadshows, social media live chats and presentations; Targeted Engagement – directly engaging with stakeholders to achieve specific objectives, gain agreement, seek specific feedback. The Engagement Options 4

5. Summary of our key stakeholder groups The Health Board CHC Engage directly. AMs/MPs Direct informal communication via CEO and established mechanisms Our Partners and Providers Primary Care Providers Use established mechanisms e.g. GP Cluster groups Politicians PtHB Developmental workshop sessions Executives Engage through Transformation Programme Board External Providers Direct engagement Chief Exec to Chief Exec alongside established mechanisms PAVO & 3 rd Sector Use established mechanisms e.g. LSB 5 Our Staff Engage using broad range of communication methods. Powys County Council Use established mechanisms e.g. LSB Welsh Government Direct informal communication via CEO and established mechanisms Patients and Public Patient Forums Engage via key meetings and forums.

6. Passive Communication 6 The purpose of using a variety of passive communication methods is to ensure information about the programme is widely and easily available to a broad range of stakeholders to promote feedback, engagement and discussion. MethodStakeholderPurposeWhenCostResponsibleFeedback Video Staff Update and preview work coming up June/July 15 with update in August / Sept ember15 -CEO Online feedback, email, intranet forum Email - PMO to coordinate Web page - Payslip leaflet Articulate principles and details of programme timetable, actions and how to be involved October 15 Materials/ Printing Consider questionnaire for staff to complete

7. Broad Engagement 7 The purpose undertaking broad engagement events is to ensure communication and engagement is proactive and is seeking feedback and input from stakeholders. MethodStakeholderPurposeWhenResponsibleFeedback On Site Roadshows Staff Update on programme, focus on principles July or /and Sept 15 Exec Team Agreed formal feedback ‘Twitter’ Conversations Views on specific topics i.e. principles, working in Powys, linking to Chat2change July/August 15Exec Team Presentation/Bri efings D&C Stakeholders Views on D&C report and priorities for service reform Feb/March/Apr 2015 D&C Project Team

8. Targeted Engagement 8 The purpose of targeted engagement is to initiate direct key discussions, seek direct feedback and to achieve specifics objectives of the programme plan. StakeholderPurposeWhenResponsibleFeedback Welsh Government Gain support for programmes & timescales May 15 (& ongoing) CEOAgreed formal feedback PtHB Full Board -Initial Board Development sessions and approval of investment case -Further board development sessions with consultation institute and to agree principles March 15 April 15 - Jun 15 All Board Members Agreement on suggested principles to issue for comment & understanding of how to engage through consultation CHC Gain shared understanding of case for change & co-develop approach to engagement April 15 ongoing updates CEO/DoP Patient Forums Raise awareness of programme of work July – September 15 CEO/Deputy CEO/DoP Agreed formal feedback Staff Partnership Raise awareness and engage on comms approach February 15 & ongoing updates CEO/Deputy CEO/DoP Agreed formal feedback Local Service Board Raise awareness and update April 15 and ongoing updates CEO/Deputy CEOAgreed formal feedback External Partners Sharing plans & potential impactJune 15CEO Understanding potential impact and reshaping plans Local AMs/MPs Sharing plans & understandingJune 15 Existing Mechanisms/CEO /Deputy CEO Agreed formal feedback

9. Management of Engagement 9 Engagement and Communications expertise will be put in place to advise and direct the SDM programme and broader Transformation Programme agenda. The engagement will be managed under the umbrella of the Transformation Programme and an overarching brand, which is to be agreed. The engagement will be managed via the Transformation Programme Board which will function as the feedback mechanism for communication and the place of approval for communications and plans. Regular updates on progress will be provided to the Transformation Programme Board and provided within updates shared with stakeholders. All communications will be recorded and evidenced. All feedback and stakeholder input will be recorded for continued reference via an agreed engagement log. Day to day co-ordination of the pre-programme engagement will be undertaken by the PMO with input and contributions from the communications team and external Senior Communications and engagement expertise.