OBJECTIVE 1 To deliver the Healthier Together Assurance activities as described within the programme plan and agreed resource requirements, delivering demonstrable benefits to patients within each Single Service within the year. ACHIEVEMENTS •  The TU was appointed by the 12 Greater Manchester CCGs to provide Oversight and Assurance, and directly by three of the four sectors to support implementation. •  Public support of the Greater Manchester Health & Social Care Partnership. •  Implementation of quick wins making improvements in patient care. •  Continued clinical engagement and buy-in. •  Completion and submission of the Transformation Fund bid to the Transformation Fund Oversight Group. APPROACH •  Built on relationships, reputation and experience developed through the successful delivery of Healthier Together decision making. •  Continued investment in clinical relationships and leadership with focus on clinicians leading design and delivery. •  Engagement with the Greater Manchester Health & Social Care Partnership to ensure Healthier Together remains relevant and contributes to the wider strategy for Greater Manchester. •  Completion of the Green Book compliant business case. •  Completion of a governance reset through the establishment of the Healthier Together Executive Group, transition to a more centralised approach, supported by the introduction of a new Programme Director. OBJECTIVE 2 To deliver the Standardising Acute and Specialised Care programme of work on behalf of the Greater Manchester Health & Social Care Partnership. ACHIEVEMENTS •  The TU were appointed by the Greater Manchester Health & Social Care Partnership to shape and support the delivery of the Standardising Acute and Specialised Services (Theme 3) programme. •  Agreement to Theme 3 priorities, and scoping of this work through eight Project Initiation Documents. •  Completion of the design of the new Greater Manchester services for Oesophago-gastric Cancer and Urology Cancer, and a successful decision by commissioners in October that surgery for stomach and gullet cancers will primarily take place in one dedicated centre for Greater Manchester. APPROACH •  Built on relationships developed by Leila Williams and Alex Heritage in supporting the drafting of the Memorandum of Understanding for Greater Manchester Devolution and the development of the Strategic Plan. •  Structured approach to prioritisation based on a matrix developed with clinicians. Longlist and shortlist tested widely with key system stakeholders before presenting to the Strategic Partnership Board for agreement. Project scope for eight projects developed with nominated provider and commissioner leads and then reviewed by the Clinical Reference Group and Theme 3 Delivery Board. •  Co-design of new patient and clinical standards and model of care with patients, providers and commissioners, assured by NHS England. This then informed a new, world class service specification that was agreed by commissioners. 4 STRATEGIC REPORT 2016/17 has been another very strong year for the TU and all six strategic objectives were exceeded or achieved. To deliver the Healthier Together Assurance activities as described within the programme plan and agreed resource requirements, delivering demonstrable benefits to patients within each Single Service within the year. To continue to grow and diversify the TU portfolio for the benefit of patients and public sector organisations. To enhance our operational and business development processes to support the successful functioning of the organisation. To deliver the Standardising Acute and Specialised Care programme of work on behalf of the Greater Manchester Health & Social Care Partnership. To ensure the organisational values and vision are upheld and resourced, ensuring the continued development and support of all TU team members. To contribute to and play a national role in NHS transformation, development and implementation. 1 3 5 2 4 6 13