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The essential briefing on
  • 1 Maximising commercial value of assets
  • 2 Management of risk and risk taking
  • 3 Resolving intellectual property and copyright issues
  • 4 Forming and structuring joint venture companies
  • 5 Evaluating benefits of NHS LIFT
  • 6 Driving the Wider Markets Initiative forward

    Gain an insight from the key industry speakers in the field:

  • Patricia Leahy, Director, Partnerships Area, National Audit Office
  • John Taylor, Water Development Manager, British Waterways
  • Marion Rex, ELC LIFT Project Director, Newham Primary Care Trust
  • Stephen Langford, Director of Service Transformation, North East London Health Authority
  • David Adams, Head of International Defence Training (Army) and Marketing, British Army
  • Ron Jones, Deputy Chief Executive, Commercial Director, Defence Aviation Repair Agency (DARA)
  • Brian Robinson, Commercial Director, Centre for Environment, Fisheries and Aquaculture Science (CEFAS)
  • Peter Williams, Head of New Business and Marketing, The Maritime and Coastguard Agency (MCA)
  • Bob Foss, Marketing Manager, NTL
  • Conference programme

    8:30 Registration and Coffee

    9:00 Chairman's Opening Remarks

    Frank Suttie

    Frank Suttie, Partner, Addleshaw Booth

    9:10 CASE STUDY – BRITISH WATERWAYS

    John Taylor

    John Taylor, Water Development Manager, British Waterways

  • Outline of the business case for British Waterways Water Grid project
  • Project aims and objectives
  • Establishing commercial value of assets
  • Selecting the deal option
  • Role and suitability of advisors
  • Lesson learnt from the initiative
  • 9:40 WIDER MARKETS INITIATIVE TEST

    James Smyth

    James Smyth, Director, Corporate Finance, Infrastructure, Government and Utilities, PricewaterhouseCoopers

  • Should the asset concerned be retained in the public sector?
  • Establishing commercial potential
  • Resolving intellectual property and copyright issues
  • Formulating the business plan
  • Deal options
  • Commercial analysis and selection of deal structure
  • 10:20 CASE STUDY – DEFENCE AVIATION AND REPAIR AGENCY

    Ron Jones

    Ron Jones, Deputy Chief Executive, Commercial Director, Defence Aviation Repair Agency (DARA)

  • The business case for a Trading Fund
  • Laying the foundation for wider market access
  • Focussing and prioritising the resources
  • Delivering results
  • Future challenges
  • Lessons learnt
  • 11:00 Morning Coffee

    11:20 MANAGEMENT OF RISK AND RISK TAKING

    Patricia Leahy

    Patricia Leahy, Director, Partnerships Area, National Audit Office

  • Risk management in the public sector
  • Good practice in risk management
  • Framework for developing risk management objectives and policies
  • Assessing and managing the risks associated with working with private sector partners
  • 12:00 CASE STUDY - ULTRABITE

    Brian Robinson

    Brian Robinson, Commercial Director, Centre for Environment, Fisheries and Aquaculture Science (CEFAS)

  • Commercial activities of CEFAS and Ultrabite
  • Overview of the joint venture company
  • Drivers for setting up the joint venture company under the Wider Markets Initiative
  • Benefits to CEFAS
  • Selecting the private sector partner and structuring the partnership
  • Commercial outcome after creation of joint venture companies
  • 12:40 Lunch

    13:40 DEVELOPING A COMMERCIAL BUSINESS WITHIN THE NHS

    Alan Bolam

    Alan Bolam, Director of Business Development, Lancashire Ambulance Service NHS Trust

  • How to address emergency service increased demand as well as pressure on budgets
  • Commercial development strategies that maximise the return on investment
  • Protecting the diversion of precious resources from core service activities
  • The corporate benefits derived from operating a commercial business within a public sector organisation
  • The constraints and difficulties in maintaining an effective commercial business strategy
  • 14:20 RISK MANAGEMENT

    Richard Payne

    Richard Payne, Managing Director, Currie & Brown Consulting

  • Why do projects fail?
  • Managing risk effectively
  • Methods and processes
  • Apportioning and managing risk
  • Financial evaluation
  • 15:05 JOINT VENTURE GUIDANCE

    Mark Swindell

    Mark Swindell, Partner, Group Head, Commercial & Projects Group, DLA

  • What is a joint venture company?
  • Why set up a joint venture company?
  • Key steps in setting up a joint venture company
  • Selection of the private sector partner
  • Structuring the joint venture company
  • Financial and commercial issues
  • 15:40 Afternoon Tea

    16:00 SELLING INTO COMMERCIAL MARKETS

    Jon Williams

    Jon Williams, Principal Consultant, PKF

  • Identifying opportunities
  • Market assessment
  • Supplier assessment
  • What is the right commercial structure?
  • External advice and consultation

    Ensuring risk is properly managed

  • Pricing goods and services for wider markets

    Relevant policy and guidance

  • 16:40 LESSONS LEARNT FROM THE RAF GROUND TRAINING MARKETING PARTNER PROJECT

    Allen Knight

    Allen Knight, Director, Berkshire Consultancy

  • Pro’s and con’s of partnering vs direct selling
  • Incentivising the deal for both parties
  • The need for a sustainable solution
  • Key partnering principles
  • Progress to date
  • 17:20 Chairman's Closing Remarks and Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Stephen Ashworth

    Stephen Ashworth, Senior Equity Partner, Denton Wilde Sapte

    9:10 CASE STUDY – MOD TOWERS INITIATIVE

    Bob Foss

    Bob Foss, Marketing Manager, NTL

  • Overview of the PPP deal
  • Commitment to the PPP deal
  • Potential for generating income for the public purse
  • Creating a win-win situation
  • Passing on the lessons learnt
  • Future plans for pursuing Wider Market opportunities in the MoD
  • 9:40 CASE STUDY – ARMY TRAINING AND RECRUITMENT AGENCY

    David Adams

    David Adams, Head of International Defence Training (Army) and Marketing, British Army

  • Using spare capacity to generate commercial revenue
  • Establishing appropriateness and workability of deal
  • Outline of the business plan
  • Funding requirements
  • Deal structures
  • Advice and guidance for new Wider Markets Initiatives
  • 10:20 OVERVIEW OF LIFT

    Stephen Langford

    Stephen Langford, Director of Service Transformation, North East London Health Authority

  • Aims of LIFT
  • Lessons learnt so far
  • Assessing the progress and potential of the scheme
  • Will the benefits be realised?
  • Driving LIFT forward and unlocking benefits
  • 11:00 Morning Coffee

    11:20 PFI IN PRIMARY CARE (NHS LIFT)

    Marion Rex

    Marion Rex, ELC LIFT Project Director, Newham Primary Care Trust

  • Creating a new market for developers and investors
  • Developing the SSDP
  • Outline of NHS LIFT in East London
  • The procurement process
  • Developing the partnering agreement – how LIFT will work
  • Ensuring investment is delivered effectively and efficiently
  • 12:00 MCA APPROACH TO WIDER MARKETS

  • Overview of Ensign
  • Training – a key feature
  • Drivers for implementing the commercial venture
  • Project team – the necessary qualities
  • Taking the initiative to market
  • Scope for future Wider Market Initiatives in the Maritime and Coastguard Agency
  • Peter Williams

    Peter Williams, Head of New Business and Marketing, The Maritime and Coastguard Agency (MCA)

    Tim Parker

    Tim Parker, Business Development Manager, The Maritime and Coastguard Agency (MCA)

    12:40 Lunch

    14:00 STRUCTURING A WIDER MARKETS INITIATIVE PROJECT

    Stephen Kenny

    Stephen Kenny, Partner, Wragge & Co

  • Getting the right framework
  • Protecting the public sector
  • Value sharing mechanisms
  • Protecting your ‘brand’
  • 14:40 WIDER MARKETS INITIATIVE AND LOCAL GOVERNMENT

    Rob Hann

    Rob Hann, Executive, 4ps

  • Implications for WMI in local government
  • Revaluation of asset base
  • Transparency in decision making
  • Culture change and acceptance of risk
  • Opportunities at local government level
  • Statutory restraints on local government
  • 15:20 Afternoon Tea

    15:40 COMMERCIALISATION OF INTELLECTUAL PROPERTY

    Lindsay Gledhill

    Lindsay Gledhill, Associate, Intellectual Property, Walker Morris Solicitors

  • Why intellectual property is important
  • Types of intellectual property
  • IP asset test
  • Protecting and commercialising IP
  • Developing commercial and entrepreneurial skills
  • 16:20 INTERACTIVE PANEL DISCUSSION

  • What is exploitable?
  • Thinking outside the box
  • Issues created by a radical approach
  • Managing stakeholder expectation
  • James Smyth

    James Smyth, Director, Corporate Finance, Infrastructure, Government and Utilities, PricewaterhouseCoopers

    Mike Robinson

    Mike Robinson, Director, Berkshire Consultancy

    Mike Robinson

    Mike Robinson, Director, Berkshire Consultancy

    17:00 Chairman's Closing Remarks and Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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