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This second annual event will look at the progress of the wider markets initiative. It will inform delegates of how the initiative has progressed and of the key projects currently underway.

This year's event will put particular focus on to Local Improvement Finance Trusts (LIFT) and will assess how this type of funding scheme is being rolled out across healthcare, education and housing.

The public sector owns over £274 billion of physical assets and a wealth of skills and intellectual property. The Wider Markets Initiative encourages public bodies to make use of these assets to increase commercial activity and in turn provide more money for public investment and higher levels of productivity across the UK economy. The aim of the Wider Markets Initiative is to align public and private sector interests, extract best value from assets and investments, generate activities which deliver core public services and provide the desired level of public sector control. These issues will which will be discussed both in theoretical terms and through practical current PFI case studies.

The aim of this event is to assess the scope and potential of the Wider Markets Initiative. What drivers and incentives are there for encouraging public bodies to engage in commercial activities? Are the necessary frameworks and infrastructure in place to drive the initiative forward? Speakers will address these issues and also discuss in theoretical terms and through practical current case studies the relevance of corporate governance, pricing competition and risk when implementing Wider Market ventures.

Speakers at last years conference included
Frank Suttie, Partner, Addleshaw Booth
John Taylor, Water Development Manager, British Waterways
James Smyth, Director, Corporate Finance, Infrastructure, Government and Utilities, PricewaterhouseCoopers
Ron Jones, Deputy Chief Executive, Commercial Director, Defence Aviation Repair Agency (DARA)
Patricia Leahy, Director, Partnerships Area, National Audit Office
Brian Robinson, Commercial Director, Centre for Environment, Fisheries and Aquaculture Science (CEFAS)
Alan Bolam, Director of Business Development, Lancashire Ambulance Service NHS Trust
Richard Payne, Managing Director, Currie & Brown Consulting
Mark Swindell, Partner, Group Head, Commercial & Projects Group, DLA
Jon Williams, Principal Consultant, PKF
Allen Knight, Director, Berkshire Consultancy
Stephen Ashworth, Senior Equity Partner, Denton Wilde Sapte
Bob Foss, Marketing Manager, NTL
David Adams, Head of International Defence Training (Army) and Marketing, British Army
Stephen Langford, Director of Service Transformation, North East London Health Authority
Marion Rex, ELC LIFT Project Director, Newham Primary Care Trust
Adrian Hayward, Associate Director, Clarson Goff Management
Peter Williams, Head of New Business and Marketing, The Maritime and Coastguard Agency (MCA)
Tim Parker, Business Development Manager, The Maritime and Coastguard Agency (MCA)
Stephen Kenny, Partner, Wragge & Co
Rob Hann, Executive, 4ps
Lindsay Gledhill, Associate, Intellectual Property, Walker Morris Solicitors
James Smyth, Director, Corporate Finance, Infrastructure, Government and Utilities, PricewaterhouseCoopers
Mike Robinson, Director, Berkshire Consultancy

Key issues discussed at last year's conference include
Case study – british waterways
Maximising commercial value of assets wider markets initiative test
Deal overview and options nts
Case study – Defence aviation and repair agency
Maximising commercial value of assets management of risk and risk taking
Managing risk in wider markets deals case study - ultrabite
Commercial joint venture for the Centre for Environment, Fisheries and Aquaculture Science
DEVELOPING A COMMERCIAL BUSINESS WITHIN THE NHS
The Lancashire Ambulance Service NHS Trust experience risk management
Risk analysis and management of projects
Joint venture guidance
Forming joint venture companies
Selling into commercial markets
Planning and considerations for commercial ventures
Lessons learnt from the RAF ground training marketing partner project
Public sector commercial activities
Case study – MOD towers initiative
Case study – army training and recruitment agency
Broadening commercial activities under the Wider Markets Initiative
Overview of LIFT
Extending PFI in the health sector
PFI in primary care (NHS LIFT)
LIFT LONG AND SHORT TERM
A bidder’s view
MCA approach to wider markets
New business development and the MCA structuring a wider markets initiative project
Lessons from MoD wider markets initiative and local government
Implementing and adopting wider market principles at local government level commercialisation of intellectual property
Pursuing new opportunities to commercialise intellectual property
Interactive Panel discussion
Stretching the Wider Markets Initiative boundaries

Past Delegates at SMi PPP/PFI Conferences include;
The Maritime and Coastguard Agency, Serco Defence, Ministry of Defence, Foreign & Commonwealth, Deloitte & Touche, EDS, Equion Plc, National Assembly for Wales, DEFRA, Foreign & Commonwealth Office, Manches & Co, PricewaterhouseCoopers, National Audit Office, National Audit Office, FCOS - Finance Group, Defence Storage & Distribution Agency, Ministry of Defence, Cunningham Lindsey, Office Of Government Commerce, The Coal Authority, Halliburton KBR, The Coal Authority

PPP in Wider Markets is currently in production and the full programme will be available shortly. To receive the full programme please select ‘more information’ and this will be sent to you as soon as it is completed. Delegate Bookings are being taken NOW so register your attendance TODAY to guarantee your place at this important event.

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

James Smyth

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

9:10 ISSUES INVOLVED IN WIDER MARKET DEALS

James Smyth

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

  • Working to modernise assets and practices
  • Assessing the options for transaction
  • Developing the opportunity
  • Delivering the transaction
  • The importance of maximum utilisation
  • Setting the scene for industry case studies
  • 9:40 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
  • Selecting an appropriate partner
  • 10:20 MANAGEMENT OF RISK

    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
  • 11:00 Morning Coffee

    11:20 COMPETITION ISSUES

    Steve Lisseter

    Steve Lisseter, Enterprise Act Co-ordinator, The Office of Fair Trading

  • Competition Law – Mergers, CA98 and the Enterprise Act
  • Assessing competitive issues in structuring deals
  • Operating in a competitive market
  • Understanding the rules and guidelines in place
  • Successful case studies
  • Likely trends for the future – learning how to be proactive
  • 12:00 WIDER MARKET ISSUES IN RELATION TO INTELLECTUAL PROPERTY

    Lindsay Gledhill

    Lindsay Gledhill, Associate, Intellectual Property, Walker Morris Solicitors

  • Assessing the importance of intellectual property
  • The types of intellectual property
  • Applying the IP asset test
  • What is exploitable?
  • Developing the desired skills
  • 12:40 Lunch

    14:00 THE ROLE OF THE WIDER MARKETS OFFICER

    Roger Paxton

    Roger Paxton, Wider Markets Officer, Ministry of Defence

  • What is required from a Wider Markets Officer
  • Some experiences to date
  • How much central guidance?
  • Further steps within MOD
  • 14:40 HOW TO PRACTICALLY APPROACH WMI

    David Adams

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

  • Internal audit of capacity
  • Benefits other than income
  • Understanding risks
  • Resources required
  • Go it alone or with a partner
  • Need for control and guidance
  • Internal and external marketing
  • 15:20 Afternoon Tea

    15:40 IMPLEMENTING EFFECTIVE PARTNERING

    Mike Robinson

    Mike Robinson, Director, Berkshire Consultancy

  • Understanding the needs for efficient partnering arrangements
  • Overcoming the pitfalls
  • The options – assessing the forms of relationship available
  • Analysing the associated risks
  • Learning from the MOD
  • 16:20 PARTNERING THE ROYAL NAVY

  • Supporting training rationalisation
  • Investment in training resources
  • Reducing the costs of training support
  • Providing integrated training solutions
  • Partnering a military organisation
  • John Brownbill

    John Brownbill, Marketing Director, Flagship Training

    Stephen Mackay

    Stephen Mackay, UK MOD Marketing Executive, Flagship Training

    17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Re-registration & Coffee

    9:00 Chairman's Opening Remarks

    Frank Suttie

    Frank Suttie, Partner, Beachcroft Wansbroughs

    9:10 CASE STUDY - BRITISH WATERWAYS

  • The commercialisation of the British Waterways
  • How the initiative arose
  • Problems experienced to date
  • How those problems were overcome
  • Moving forward within the scheme
  • John Taylor

    John Taylor, Water Development Manager, British Waterways

    9:40 TAKING THE MET OFFICE BEYOND THE WEATHER

    Kate Smith

    Kate Smith, Head of Brand and Communications, Met Office

  • Sources of revenue
  • Decline in value of basic data
  • Use of innovation and creativity
  • Conflicts between science and 'business'
  • New sources of revenue
    • Health
    • Joint Venture in weather derivatives
  • 10:20 CASE STUDY - CEFAS

    Brian Robinson

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

  • Commercial activities of CEFAS
  • Use of joint ventures
  • Use of spin out companies
  • What has gone wrong, what works
  • Maximising the benefits
  • 11:00 Morning Coffee

    11:20 GENERATING INCOME THROUGH WIDER MARKET INITIATIVES

    John Pepper

    John Pepper, ,

  • Identifying areas for commercialisation
  • Setting up the joint venture
  • Maximising revenue streams from commercial opportunities
  • Issues surrounding intellectual property
  • Dealing with the associated risks and competition issues
  • Lessons learnt so far
  • 12:00 CASE STUDY – DEFENCE AVIATION AND REPAIR AGENCY

    Andrew Hill

    Andrew Hill, Key Account Director 4 Export, Defence Aviation Repair Agency (DARA)

  • Outline of initiatives in place
  • What problems have been experienced to date
  • From progress to success in wider markets
  • The emerging partnerships
  • Reducing the cost base for greater competitiveness
  • Project Red Dragon
  • 12:00 Lunch

    14:00 WIDER MARKETS INITIATIVES

    Stephen Hayes

    Stephen Hayes, Business Development Manager, Medicines and Healthcare products Regulatory Agency (MHRA)

  • Business Development at the MHRA
  • Developing the business case for CEF
  • Successful establishment of CEF
  • 14:40 GENERATING INCOME FROM NHS LIFT PROJECTS

    Speaker to be confirmed

    Speaker to be confirmed, ,

  • An objective evaluation of PPP and LIFT
  • Looking at LIFT – the principals
  • Creating an effective procurement
  • Benefits to the private sector
  • Accessing the opportunities to generate income
  • 15:20 Afternoon Tea

    15:40 A LONG TERM COMMITMENT TO DELIVER PRIMARY CARE VISION

    Richard Banyard

    Richard Banyard, Project Director, Hull NHS LIFT, West Hull Primary Care Trust

  • Selection of a partner – for the next 20 years
  • The factors contributing to success
  • Challenges and pitfalls
  • Drawing from lessons learnt
  • Key principles of partnerships
  • 16:20 PRIVATE SECTOR EXPERIENCE OF LIFT

    Mike Smith

    Mike Smith, Senior Director, Infrastructure Finance, Bank of Scotland

  • Constraints of reliance on contractual relationships
  • Developing real long-term equitable partnerships
  • The challenges of corporate governance
  • Sustainable programmes for capital investment and service delivery
  • Future applications
  • 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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