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The medCity 2016/17 Business Plan (see appendix 1) sets out an Action Plan and year 3 milestones. The milestones cover the following key areas of MedCitys activities: Creating a front door Promoting the region as a base for statement life science investment and growth Encouraging and enabling entrepreneurialism Explaining the medCity offer to the market Activity timeline Procurement.
2 3, amber, medCity profile/market confusion: Insufficient public profile of MedCity and the region's life sciences offer; MedCity role unclear. City hall press office and ebpu officers working closely with MedCity to maximise opportunities for profile- raising. Clearly articulated proposition and careful branding. Close engagement essay with industry and scientific membership bodies to ensure alignment and resolve conflicts. Communications tailored to segmented audience. Decision on future of gmec in spring 2016. 2 2 Green Financial resources: Insufficient funding to deliver required outcomes fast enough business External fundraising from public and charity sources and from partners, or prioritise activities in line with available funding. 2 3 Amber (Please see appendix 1 for high level risk register.) The medCity draft Business Plan for 2016/17 was presented to the ipb on 17th February 2016 and was approved in principle.
Insufficient staff/ suitable calibre appointed as embedded team(s). In particular, insufficient resource to fully support successful delivery of DigitalHealth. London project and unable to exert sufficient influence. Watching brief to monitor pressures on staff resource. London: Identify complementary activities,. Campaign, comms and marketing, to influence the programme. MedCity to be on project steering group.
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Risk description, mitigation/risk response, current probability, current impact, rAG. Institutional competition : key stakeholders not committed at operational level to medCity academic and clinical staff not encouraged to collaborate representative across institutions, inter-institution competition. Continued active engagement ongoing work with Ox, cam and wider gse leps/partners to further develop relationships. MedCity presence at monthly ahsc/N executive group. Raising awareness, and evidence, of economic benefit and opportunity from collaboration. Seed funding criteria could be used to incentivise collaboration. 2 3, amber, geographical competition: MedCity cannot fulfil its role in working across the gse because Oxford and Cambridge ahscs and gse institutions do not actively engage or refuse to participate.
Pilot to bring gmec within MedCity umbrella. Senior engagement continually deployed. Continue working level engagement with relevant players across region. 2 3, amber, capacity: Insufficient MedCity staff resource to deliver the work programme, incl. New commitments not originally envisaged.
MedCity has the following strategic goals: Address barriers to growing the life sciences sector in London and the gse; Catalyse and enable more research collaborations; Foster a more entrepreneurial environment within academic and nhs institutions - including more spin-outs being created, growing. Attract significant investment into the sector and the region. At a strategic level, medCity will increase the health and wealth outcomes from life sciences research and commercialisation across London and the gse. However, it must be recognised that there are factors far outside medCitys control which will also influence the availability of global capital and the attractiveness of the uk and the region for investment. At an operational level, medCity has identified a basket of lagging indicators which MedCity believes collectively provide a barometer reading as a proxy for the effectiveness of MedCity (see appendix 1).
Indicators and other aspects of the business plan will need to be agreed as stakeholder engagement progresses with Oxford, cambridge and other partners. MedCity has agreed a methodology for assessing the value of direct jobs (from relevant fdi investments) resulting from the medCity involvement (see appendix 1). The proposal for estimating the prospective benefits relies on estimates of fdi in London as the major source of direct jobs, and through them, gva. However, the difficulty of forecasting fdi jobs should be noted, as large investments cannot be accurately predicted. Due to the volatility of the data series, over the course of five years of jobs created (job persistence of three years is assumed the calculated average annual jobs created is 10 above the previous trend of 100 jobs per year (5 above trend. This provides a benefit cost ratio in excess. The baselines, 2015/16 forecasts and subsequent years targets for several of the indicators (those on spin-outs, patents, licences, clinical trials and patients in clinical trials) have been updated in the 2016/17 Business Plan. The reasons for these changes are set out in Appendix. The risks are set out below, and are shared evenly amongst founding partners.
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A grant agreement is in place to proposal govern the glas funds. Each years grant award is subject to the glas approval of MedCitys annual Business Plan and to the gla issuing a grant award letter. Gla grant funding is essential to enable medCity to be appropriately staffed including the medCity Executive chair, Chief Executive officer, and Project Director in order to undertake activities aimed at growing and promoting the life sciences sector in London and the gse. These activities will include (see appendix 1 Creating a front door for businesses large and small, entrepreneurs, investors and academics. Promoting the region as a base for life science investment and growth. Encouraging and enabling entrepreneurialism by supporting the development of a business environment that supports life sciences and creating the ecosystem and a culture which encourages entrepreneurialism. Explaining the medCity offer to the market by articulating the offer to the market, working with the academic community to demonstrate our expertise. In addition to these four themes, medCity is also playing a more active role in contributing to or influencing policy development. An example is MedCitys contribution to the glas work on the availability of capital for life sciences.
Pdf, minutes of the first ibsc business meeting, pag xv, jan 14, 2007, san diego, usa. Pdf, white paper: a coordinated Strategy for Sequence Analysis of the barley genome (. Hordeum vulgare pdf, ibsc mission Statement, pDF). The overarching vision of MedCity is for London and the Greater south East (GSE) to be a world leading, interconnected region for life science research, development, manufacturing and commercialisation to deliver health improvements and economic growth. MedCity limited was established by the gla and Londons three academic health Science centres (ahscs) - imperial College Academic health Science centre, kings health Partners and uclpartners. The gla is not a member of MedCity limited, but has entered into agreements with each of the members to afford it the right to become a member in future. The Agreements state that Members of the company are not permitted to change the articles or to invite other organisations to become a member without the consent of the gla, and cannot about take a decision on any matter that requires gla agreement or consent, without.
Animal Genome xvii. Pdf, report on the iwgsc-ibsc workshop on Sequencing Technologies, september 2008. Pdf, final Minutes from ibsc business meeting at Plant Animal Genome xvi. Pdf, agenda for ibsc business meeting, Plant Animal Genome xvi, jan 12 at 7:00pm (Location: Esquire room). Pdf, updated ibsc mission poster, sept. Pdf, ibsc poster for The aaronsohn-itmi conference, april 16-20, 2007.
In this Act a hire-purchase first agreement is regarded as one in which goods are bailed in return for periodical payments by the bailee; ownership passes to the bailee if the terms of the agreement are complied with and the option to purchase is exercised. A hire-purchase agreement often involves a finance company as a third party. The seller of the goods sells them outright to the finance company, which enters into a hire-purchase agreement with the hirer. Big dictionary of business and management. Documents: Minutes from ibsc business meeting at Plant Animal Genome xxi. Pdf, ibsc news Release: A new future for an old crop: Barley enters the genomics age. Pdf, ibsc midterm Report: Three steps to complete Access of the barley genome sequence.
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Combined Business evaluation Report, this document contains the final results from the saturn demonstration plant and gives a summary overview of the saturn cost analysis and replication strategy as well as a basic business plan for smes. Interpretation, translation hire purchase, hp, a method of buying goods in which the purchaser takes possession of them as soon as an initial instalment of the price (a deposit) has been paid and obtains listing ownership of the goods when all the agreed number of subsequent. A hire-purchase agreement differs from a credit-sale agreement and sale by instalments (or a deferred payment agreement) because in these transactions ownership passes when the contract is signed. It also differs from a contract of hire, because in this case ownership never passes. Hire-purchase agreements were formerly controlled by government regulations stipulating the minimum deposit and the length of the repayment period. These controls were removed in 1982. Hire-purchase agreements were also formerly controlled by the hire purchase Act (1965 but most are now regulated by the consumer Credit Act (1974).