So let me know a little bit about the inside of what y'all have planned for us.

We are.

We're trying to get to give a little bit of perspective from how we see those projects come to us as senior leaders, how we need to present them then outside of our pharmacy and operational areas to other groups, and then ask participants to spend a little time talking to their neighbor and thinking about and reflecting on projects that they have either presented or approved or denied or that you got denied or that you got approved and what worked and what didn't.

and really try to identify what those elements are.

And then hopefully we give you some pointers on what you might be able to do to improve that going forward so that the next time you present, that project goes through maybe a little bit faster, maybe with a little more clarity, maybe with a better approval outcome.

You do not need to be a C-suite member to take away tactics from this session.

Absolutely.

Part of the reason that I proposed this session was that I still vividly remember the first proposal I had for new resources.

How do they work together? And How do you decide as GMCA in partnership with the councils what should be driven at the centre rather than left to local areas to focus on?

Yeah, so I suppose the first thing I'd say, and again, this is us again sort of myth busting, but yes, we work really closely with all our partners across Greater Manchester, but particularly what I'd say in terms of our local authorities is we don't work with them we are our local authorities so our local authorities are kind of make up our the combined authority they are constitutionally part of the part of the combined authority um kind of similarly but different constitutionally obviously we work really closely with our health partners at nhsgm what is currently the icb so that we have co-located with them now so we can kind of walk across do lots of kind of collaborative work with them although we are not fully integrated system in the constitutional sense yet.

Again, that kind of collaboration moves into kind of working with Greater Manchester Police, Fire and Rescue Service and so on and so forth.

I should probably kind of extend that list and I could go on forever, but to people like probation, housing, voluntary community sector, civil society and so on and so forth.

So it is a complex, multifaceted environment.

We work together sometimes on kind of key issues in the system so we'll obviously find ourselves in and out of kind of different areas across Greater Manchester and I'm not not speaking myself speaking on kind of on behalf of other people doing different elements of work so sometimes that's you know work around housing some of that sometimes it's work around children young people some of that's work around homelessness and rough sleeping some of its work around kind of community cohesion so all those things we collaborate on in some way shape or form.

The other thing, I think you asked a question about how do we decide on what we work on together? So I suppose, first of all, I'll say potentially anything is in scope.

How important is that longevity and commitment to a place in building those relationships and enabling genuine collaboration, not just, you know, paper thin collaboration?

Seemed like it

...

so we were camped at probably 5,000 feet that day, and the rams were across this valley.

And there is no just like going down and going back up.

So like on our way down we knew of the game trail that we kinda sorta took it, but that led...

So there's a mountain range here with a bunch of ridges, and we're on this one, and we couldn't just go down and up.

It was down the gradual side and then across, and then work our way up.

So it's better to leave that wet stuff on?

Yeah, Tom, how about you?

Yeah, I think from a what did I bring to that conversation? So strategy for me and actual formal strategic planning probably started 20 some years ago, and it's rolled through different roles and different organizations.

And starting when I was curriculum chair for College of Pharmacy to, and how are we going to revamp this curriculum to adapt to the new standards that are now very old and outdated, but then spending time teaching a strategic management course as part of a capstone for a local MBA program to 10 years on the ASHP board where ASHP, of course, has its own approach to strategic planning and to then being a director leader or senior leader within our organization at work.

And I think what I've learned is that there's no exact right way to do a strategic plan.

I tend to quote Eisenhower most of the time and say that a plan is helpful, but planning is everything.

And really, it's the process of going through the planning is where you really come to the value of that.

And And that's because a lot of strategic plans get put into a very nice covered binder and put on a shelf never to be seen again.

You know, how do you see the resource center, the materials, the resources that we built or where we're going to go next? How could it be used by different people, different teams across your organization?

about you?

Yeah, I mean, I think I don't necessarily pick up a guitar and write a song every day.

I've always been...

I feel like it's always better served me to, or at least what I tell myself is that it's better served me to just capture that moment when it comes.

I might finish five songs in three hours, but when I'm really feeling it.

But at the same time, I think there's something to be said about just starting an idea.

Carter touched on it.

to write about darkness she can't be in a dark space she has to be she can write about the darkest but she's got to be in a good space to write about and i think that's the bigger issue of maybe emotional distance like how important is it to be close to something whether it's an emotion or an event to be able to write about it so thomas we'll start with you i'd love to get your take on whether that's the case with you

Okay.

We finally found it out.

We were finally able to find the dimensions being discussed in the Simpson transcripts under direct examination when Marsha Clark asked Detective Lang, did anybody bother to measure the sidewalk tiles? And he turned immediately and said, yes, they were 11 1⁄2 inches square.

And when he said that...

And we looked back at one of the photos and said, there's no way in the world that Mr. Simpson's foot could fit inside this shoe print here.

And that's what provoked us at that particular point in time to reach out to the Italian manufacturer to see if we could acquire a copy of the U2887 shoe sole.

And after a few weeks, a package came in the mail.

who

What changes?

Man, you know, D- David did a great job, you know, with the, you know, no matter what the struggle of us going through, not knowing and, and people, how, you know, making money and all that type of stuff, the, he, the piece was out there and the world, it hit the world.

We were, we were able to travel and promote the film with him, you know, cast members.

We went to different places.

And from then on it's just, it's just, it ignited what was being done so swell in the hood, it was able to get out the hood and travel the world.

So I thought that was so amazing.

I been around since 19, I started in 1992, and I'm still- Doing my thing, you know.

Hmm.

Okay.

We were finally able to find the dimensions being discussed in the Simpson transcripts under direct examination when Marsha Clark asked Detective Lang, did anybody bother to measure the sidewalk tiles? And he turned immediately and said, yes, they were 11 1⁄2 inches square.

And when he said that, and we looked back at one of the photos and said, there's no way in the world that Mr. Simpson's foot could fit inside this shoe print here.

And that's what provoked us at that particular point in time to reach out to the Italian manufacturer to see if we could acquire a copy of the U2887 shoe sole.

And after a few weeks, a package came in the mail.

We had to pay $125 to Customs, to Tariffs, to the Tariffs Department to get it in.

But our package came in, and we pulled the shoe and we examined it and so forth, and we measured it against some of our shoes in the United States.

who