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Business Plan 2017-18

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Business Plan 2017-18 BUSINESS PLAN 2017‐18 1 Contents MedCity Vision and 3-5 year long range view ................................................................................................................................................................ 3 Themes ............................................................................................................................................................................................................................. 6 Organisational Values ...................................................................................................................................................................................................... 6 Action Plan ....................................................................................................................................................................................................................... 7 Key Performance Indicators .......................................................................................................................................................................................... 14 Assumptions................................................................................................................................................................................................................... 25 Risk Plan ........................................................................................................................................................................................................................ 25 Financial Plan: Indicative Summary Budget allocation of external income: .............................................................................................................. 27 Appendix 1 – Detailed 2017/18 Action Plan ................................................................................................................................................................. 29 Appendix 2 – MedCity Organisation & Organogram: .................................................................................................................................................. 41 Glossary .......................................................................................................................................................................................................................... 45 2 MedCity Vision and 3‐5 year long range view Introduction MedCity, launched by the Mayor of London and London’s three Academic Health Science Centres (AHSCs) in April, 2014, was established with three years of funding from the GLA and 5 years of funding from the HEFCE Catalyst Fund. This document sets out the business plan, key milestones and performance indicators for the organisation for the financial year 2017/2018 as well as a future funding strategy for continued sustainability beyond the current funding commitments. 2017‐18 plan in the context of the next 3‐5 years longer range view The MedCity’s vision is to deliver regional health improvements and economic growth and be at the centre of a growing, global life sciences1 sector for the benefit of the country. Our mission is to enable London, Oxford, Cambridge and the Greater South East (GSE) to be a world leading, interconnected region for life science research, development, manufacturing and commercialisation. In the first 3 years of operation, MedCity has delivered a range of services, projects and programmes against four themes: 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. 1 Life Sciences refers to activity relating to drug discovery – small molecules and biologics; medical devices technology; diagnostics and digital health, the latter referring to the application of digital and data technologies to the prevention, management and treatment of disease. MedCity does not support industrial or agricultural biotechnology and our primary focus is human health related activity. 3 Explaining the MedCity offer to the market by, working with the academic community to demonstrate our expertise. The above themes of work have been reviewed for the 2017/18 planning cycle in the light of an external environment review which is summarised below. PEST Review Political changes that MedCity have taken into consideration in the 3‐5 year plan include; In 2016, the new UK government has supported life sciences in a number of ways including funding and policy reviews (eg Life Science Industry Strategy and Accelerated Access Review). In 2017 and beyond, MedCity has an opportunity to work closer with our partners in promoting the growth of the sector through this support. MedCity is well positioned to influence policy change in conjunction with partners such as GLA, and DH.L, through its objectivity and close connections the organisation has with industry and academia. The impact of Brexit negotiations, in particular any resulting regulatory frameworks for manufacturing and product development, impact on access to talent and skills within the life science community as well as the result of new trade agreements. Developments in this area will help inform shaping and marketing our offer as well as explaining the market. Market Access and Pharmaceutical Price Regulation has one of the areas that has been on the Pharmaceutical Industry’s agenda when considering growth in the UK and will continue to be important in attracting industry in 2017 and beyond. Economical Considerations include; Changes to exchange rates has resulted in a weak pound, this has, however, created opportunities in an increased interest and investment from emerging markets. MedCity’s focus on Japan and Asia over the past two years though international meetings and events has created relationships with industries and partners that are crucial in leveraging this opportunity and creating significant inward investment in 2017 and beyond. Brexit has meant that access to European funding and funding distribution in the future is unclear. In addition to this, changes to tax incentives and tariffs and corporation tax nationally and internationally (eg US), may result in changes in interest from Industry to grow within London and GSE. Social Considerations; The growth of digital health technology and personal health awareness, increase in awareness of the value of participation in clinical trials and a shift in attitude to disease prevention has created a different dynamic to the scope of our services and audience. MedCity’s role in convening the right players, joining the dots across the sector, eg through highlighting new and ongoing initiatives and acting as a ‘mirror’ will become more important in 2017 and beyond to help in providing clarity and direction. 4 Balance between health and social care is shifting and the media and public awareness of strains in the NHS are considerations that need to be put into context in delivery of MedCity’s front door service and access to market. Technological Considerations; The advances in technology and science has resulted in improved diagnostics, advanced therapies and regenerative medicines as well as developing skills and methodologies. London and the GSE has academic excellence in this area with many opportunities for industry collaboration and partnerships. MedCity’s role will continue to target industry and promote the key strengths of the region to encourage successful collaborations. Conversely, these advances also bring challenges in data security, interoperability, regulatory considerations as well logistical challenges such as space. MedCity has an opportunity to share insights and bring evidence in addressing these challenges. Other considerations MedCity’s future funding model is a priority for 2017/18, there are other organisations such as Academic Health Science Networks (AHSNs) and Local Enterprise Partnerships (LEPs) also undergoing review with respect to long term strategy and funding, one of the consequences potentially being a competition for funding from the same sources. MedCity’s close involvement with industry and academia mean that we are in a unique position to also gain insight and generate evidence on barriers, challenges and opportunities. Over the next 3‐5 years there will be a greater opportunity for MedCity to work with partners such as GLA to leverage our position and move from having indirectly involvement in policy issues to having direct influence. One of our roles is to ensure that progress of policy issues and recommendations are evidence‐based, and through our contact with industry and academia, ensure recommendations are implementable. Examples where we have previously made impact has included publication of the Demand Study, outlining the demand for healthcare R&D space in the region. Over the past three years, one of the key strengths of the organisation has been leveraging its expertise and ability to be an independent facilitator to convene stakeholders and enable collaborations. This has resulted in successful programmes and partnerships, eg Collaborate to Innovate, Angels in MedCity, Tech London South East, which reinforce the need for MedCity to continue to deliver the services and expand them across our wider geographical scope of Oxford,
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