10.2.4 #LEADINGGM LEADERSHIP PROGRAMME Four TU representatives were awarded a free place at the 2017 #LeadingGM Leadership Programme at the Audacious Church in Salford. The two-day event brought together people in leadership positions across a variety of public services in Greater Manchester with the aim of learning from each other and finding ways to offer better, joined-up services to the population. This was a great opportunity to learn more about initiatives from other sectors and to meet others committed to making a difference to the local population. With speeches from Jon Rouse (Chief Officer, Greater Manchester Health & Social Care Partnership), Carolyn Wilkins (Chief Executive, Oldham Metropolitan Borough Council) and Tony Lloyd (Interim Mayor), plus a number of thought- provoking group sessions, the event gave some insight into the future direction of Greater Manchester and capitalised on bringing over 100 leaders together to think about how public services in Greater Manchester could take shape with a devolved budget. The event also provided an opportunity to do something a bit different, and many of the delegates stayed after the first day to help charity workers who support the homeless in Greater Manchester. 10.2.5 WOMEN INTO LEADERSHIP HEALTHCARE Four team members attended the Women into Leadership Healthcare conference in London. The one-day event explored the role of women in healthcare leadership and offered practical advice and coaching on how to develop your career further in times of change. Key note speakers included Beverley Bryant (Director of Digital Transformation, NHS Digital), Cecilia Anim (President, Royal College of Nursing) and Gill Morgan (Chair, NHS Providers). MISSION TRANSFORMING HEALTH AND SOCIAL CARE TO IMPROVE OUTCOMES FOR PATIENTS AND COMMUNITIES AND REDUCE VARIATION IN CARE. VISION TO BE THE LEADING NHS INTERNAL CONSULTANCY SUPPORTING TRANSFORMATIONAL CHANGE. 11 FULL YEAR DASHBOARD The TU manages its business through its dashboard. Performance for the year has been strong in all quadrants, the leadership team has carefully balanced growth and diversification of the business through growing the team and alliances alongside strengthening processes. MEASURES: • Percentage of timesheets completed on time • Percentage of of new projects initiated with full compliance with clarity model (i.e. effective scoping) MEASURES: • Headcount/alliances • Utilisation and Learning & Development spend • Contribution framework compliance • Sickness/grievances MEASURES: • Confidence in achieving quarterly priorities for Healthier Together and Theme 3 • Customer feedback MEASURES: • Funding stream risk (portfolio mix) • Income, cost and surplus • Project billing (timeliness) INTERNAL BUSINESS GOVERNANCE PEOPLE AND CAPACITY DELIVERY AND QUALITY FINANCIAL SUSTAINABILITY 35