1. Chat to Change – turning talk into action Workforce and Organisational Development Committee June 2016 Presentation prepared by Rani Mallison, Carol Shillabeer and Lynn Turner

2. Collective Leadership for Culture Change – Michael West Chat to Change – making Powys a great place to work through cultural change One of the most important and “malleable” influences on cultural change is leadership It’s the Leaders in the organisation who make the difference to the culture, by what they attend to; what they value; what they monitor and how they model their behaviours Leadership not just about role but about everybody’s responsibility Collective leadership in practice will promote participation and involvement as the core leadership strategy so that we are hearing the voices of staff, we are enabling staff, in order that they can shape the cultures that we need. It is promoting autonomy, ensuring voices are heard, encouraging proactivity and innovation and a move away from command and control. Collective leadership is about reinforcing values because culture is about values

3. Why Chat to Change? NHS Staff Survey & Francis Learning Events held in 2014, indicated staff wanted a focus on: Need for “improved and better communication” Importance of “listening to staff” and “acting on” what is heard Creating a “common culture”, a “culture of care”, “openness”,” honesty”, with “more focus on dignity, kindness” and “respect” A fourth key message came from Staff which showed a low degree of confidence that things would change From this, the seeds of “Chat to Change – turning talk into action” were sown

4. Key Themes from the story so far… Chat to Change workshops held in September / October 2014, focused on 3 key areas: 1.Values and behaviours – what are our values and what behaviours uphold these values? 2.Communication - What fantastic communication can look like in Powys? 3.Decision Making - How can decision making be enabled at all levels of the organisation?

5. 1. Values and Behaviours We chattedWe changed Development of a Values and Behaviour Framework Values and Behaviour Framework endorsed by the Board in June 2015. Values and Behaviour framework enacted in practice Appraisal processes revised, new training delivered from April 2016 in line with values and behaviours. Valuing staffExcellence Awards developing year on year with 38% increase in nominations from 2014 to 2015 (58 to 80)

6. 2. Communication We chattedWe changed Sharing the Chat to Change storyEvery member of staff received a booklet summarising the workshops Who’s WhoReview of internet and intranet including development of Executive Who’s Who Direct “coal face” interactionBack to the Floor ITReview of IT infrastructure and planned investment Introduction of Skype More informal interaction rather than formal walkabouts Directors taking part in out and about visits Directors to be accessible and visible Cascade information from DirectorsCarol’s Letters Communicating the vision for staff engagement Leadership through Engagement conference held in November 2015 and attended by 155 staff from Health Board and County Council Leaders Pledge for Engagement

7. 3. Decision Making This is what staff said?We changed More coaching and praisingJoint Leadership and Management Development Framework 26 staff enrolled from September to date 3 Staff undertaking Coaching and Mentoring Level 5 Their ideas to be listened toe-Learning and Coaching for Managers day for Appraisers They wanted to know what is expected of them Revised Appraisal process Clarity on policies and rolesAppraisal training from April 2016 Good clear delegation

8. Key Themes – Going Forward Based on discussions with Executive Management Team, Carol Shillabeer, Executive Sponsor and Chat to Change Champions, the following themes are proposed for discussion: 1.Embedding Values and Behaviours – recognizing and celebrating them in action 2.Mainstreaming effective leadership 3.Enhancing connectedness – developing greater understanding, visibility and appreciation of the work of others in the Health Board.

9. 1. Embedding Values and Behaviours Planned ActionProgress to dateExpected OutputsTimeframe Setting the standard for appraisals and embedding meaningful appraisals across Powys - Staff engagement principles embedded into revised appraisal programme - Appraisal documentation aligned with values and behaviours and pay progression - Leading Meaningful Appraisals programme in place - All appraisers have attended the training - Staff experience a meaningful appraisal (compliance and quality) - Appraisers have completed e-learning coaching programme and attended Coaching Day for Managers Commenced March 2017 Chat to Change Champions “Values as Habits” Challenge Identified a range of habits to commit to on a daily, weekly and monthly basis Champions complete the Challenge and recruit more staff to join the challenge Demonstrable evidence of values in action September 2016 Symbols of values visible throughout organisation Identified a range of potential resources, mugs, coasters, pens, lanyards, ID cards Resources available for staff to use which promotes values and behaviours TBC

10. 2. Mainstreaming effective leadership Planned ActionProgress to dateExpected OutputsTimeframe Executive Team joint objective to gain a coaching qualification and coach 2 people during year Options of coaching and mentoring qualifications considered by Executive Team Executive Team have Coaching and Mentoring Qualification and are regularly coaching staff September 2016 tbc Strengthening clinical leadership Developing leadership at all levels 26 staff enrolled in Discover and Develop programmes from 09/15 to date Clinical Leadership requirements defined Development plans for all clinical leaders aligned to leadership model September 2016 Targeted Team Development for teams across Powys SDI for Joint Executive Team, Finance, WOD and Heads of Nursing and Midwifery. Aston Team Performance Inventory for South Locality Management Team. Team development for service teams All identified Teams undergo SDI team development Team development plans in place for all identified teams to improve their effectiveness Ongoing Defining the expectations of what leadership is and embedding the habits of engaging leaders Behaviours of engaging managers included in Leading through Meaningful Appraisals Leaders Pledge for Engagement Infographic about Habits of Engagement to complement the Leaders Pledge published and available to all July 2016 Implementing 360 ° feedback (Welsh Public Services Leadership Behaviours Model under development) 7 Senior Leaders completed Academi Wales Senior Leadership Experience South Locality Team undertook 360 ° feedback (Healthcare Leadership Model) 360 ° feedback in Develop Programme 360 ° feedback processes in place for leaders March 2017

11. 3. Enhancing connectedness Planned ActionProgress to dateExpected OutputsTimeframe A partnering approach between Executives and C2C Champions to engage in dialogue with staff regarding prudency and organisational goals and ambition. To combine with a Thank You and Appreciation Theme. Everyday version of IMTP in development Organisational vision, aims and strategic objectives promoted through Corporate Induction and Appraisal training Increased knowledge and understanding of organisational goals at all levels of the organisation Greater recognition and appreciation of how teams work together to achieve success Increased visibility July 2016 onwards Back to the Floor and Shadowing Opportunities Chief Executive and Executives taking part in these activities Ongoing To explore and pilot other communication interfaces to increase active participation of C2C Champions Exploring options at present e.g. Facebook for Work for C2C Network (an internal intranet based platform) Communication and Engagement plan implemented and evaluated September 2016 December 2016 Website development and increased use of social media to promote connectivity Twitter account @Chat2ChangeStaff actively engaging through social media and communication channels 31 st July 2016

12. Discussion Is the approach outlined the right way, i.e. do we have the right ideas here?