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Front cover photograph supplied courtesy of A Cavanagh, Wellcome Images. Scanning electron micrograph of Purkinje neurons. 2008.
Many of the policies and statements set out in this Blueprint extend over the whole United Kingdom, but for some, responsibility is devolved in Northern Ireland, Scotland and Wales. Thus, not all commitments will automatically apply across the UK. We will work closely with the Devolved Administrations, respecting their responsibilities and administrative structures, towards the goals of promoting and supporting a thriving life sciences industry in the UK.
Following the launch of this Blueprint, there will be a programme of work leading to the publication of a delivery plan in the autumn, accompanied by a full impact assessment detailing the costs and benefits for policy proposals.
Office forLife Sciences
2
Life Sciences Blueprint
As set out in “Building Britain’s Future”, we will build tomorrow’s economy by investing today in those high-tech industries of the future where the UK has competitive advantage and the potential to be a global leader. The strategy set out in New Industry, New Jobs will be key part of this, by supporting business, innovation and entrepreneurship. The life sciences industry,
comprising pharmaceuticals, medical biotechnology and medical technology, is one industry where we are world-class, and have the potential to go further. A strong life sciences industry can drive growth and high-value job creation as well as playing a vital role in meeting future healthcare challenges.
The UK has solid foundations to build on, with its National Health Service, the substantial investment in the research base over the last 10 years, and a highly-skilled workforce. But we need to do more to ensure that the UK continues to offer an attractive environment for life sciences companies to do business. The Government has a crucial role to play, helping to remove the barriers that prevent the UK from making the most of its strengths.
In establishing the Office for Life Sciences, the Government clearly signalled the importance of the industry to building the Britain of the future. The Office, under Lord Drayson’s leadership, has been an early exemplar of the Government’s active approach to industrial policy. This Blueprint sets out those actions, which together form a package of measures that has the potential to transform the UK for the life sciences industry. In particular:
creating of an “Innovation Pass” that will give patients faster access to ●●
cutting-edge medicines;
measures to ensure the NHS leads the way in the uptake of ground-●●
breaking and cost-effective medicines and technologies;
accrediting biosciences degrees to ensure graduates leave with the skills ●●
required by industry; and
supporting the formation of an internationally-recognised UK Life Sciences ●●
Super Cluster.
We are grateful to all those, in Government and in industry, who have devoted time and effort to making the Office a success. In particular, we would like to thank the industry chairs of the four working groups, David Brickwood, Subhanu Saxena, John Aston and Chris Brinsmead, and the industry trade associations, ABPI, BIA, ABHI and BIVDA, who have been central to rapidly bringing the industry together to work as one with Government.
Lord Mandelson First Secretary of State, Secretary of State for Business, Innovation & Skills
Foreword
Andy Burnham Secretary of State for Health
3
PrefaceIn January 2009, the Prime Minister held a summit meeting with global representatives of the life sciences industry. At the summit, industry emphasised the need to take action to support the UK life sciences industry as a major growth industry of the future, to help ensure the UK’s place as a global leader. In response, the Government created the Office for Life Sciences (OLS) led by Lord Drayson, Minister for Science and Innovation.
The OLS has created a new way of working, across Government and industry, requiring a fresh perspective from industry as much as from Government. For example, Government and industry need to work together to build on the NHS Next Stage Review and enshrine the NHS as an engine of innovation. This should be complemented by action to ensure that there is investment in innovative companies to carry through the innovation driven by our Research Councils and universities.
For the life sciences industry, the new way of working has offered great opportunities. For the first time, the industry is speaking with a single voice, bringing together the pharmaceutical, medical biotechnology, and medical technology sectors in a single forum.
The OLS process has required the life sciences industry not just to articulate the challenges facing the industry in the UK, but to work in partnership with Government and other key stakeholders to plan novel solutions.
This Life Sciences Blueprint is the culmination of six months’ focussed work between industry and Government. Demonstrating real change is dependent on both industry and Government continuing to work together to deliver tangible results through the actions set out in this Blueprint.
David Brickwood Subhanu Saxena John Aston Chris Brinsmead Johnson and Johnson Novartis Astex Therapeutics AstraZeneca
5
Contents
Summary of key actions 6
Chapter 1: Life sciences – an industry of vital importance to the UK 8
Chapter 2: The NHS as an innovation champion 12
Chapter 3: Building a more integrated life sciences industry 18
Chapter 4: Access to finance and stimulating investment 22
Chapter 5: Marketing UK life sciences 26
Next steps 28
Annex: Life Sciences Action Plan 30
Annex: Membership of the Office for Life Sciences working groups 42
6
Summary of key actions
The Office for Life Sciences has developed a package of actions to transform the UK environment for life sciences companies. These actions have been agreed across Government, and with industry, the Higher Education sector and the NHS.
The key actions contained in this Blueprint are listed below. A full list is set out in the Life Sciences Action Plan at the end of this document.
The NHS as an innovation champion
The Government, with the National Institute for Clinical Excellence (NICE), will 1. introduce an ”Innovation Pass”, making selected innovative medicines available on the NHS for a time-limited period. The Pass will be piloted in 2010/2011, with a budget of £25 million. At the end of the pilot year, the Government will evaluate the pilot before setting out the budget for the remaining two years of the initiative.
The Government will create a Strategic Health Authority (SHA) Delivery 2. Group to improve both uptake of innovative medicines and technologies, and engagement between industry and the NHS.
The NHS Chief Executive will review system levers and incentives, including 3. Payment By Results, to accelerate the uptake of medical technologies.
The Government will reinforce the need for greater emphasis on research and 4. clinical trials in the next NHS Operating Framework, building on the existing commitment to include numbers of patients in clinical research in the metrics which Trusts report in their Quality Accounts.
Building a more integrated life sciences industry
From 2010, the Society of Biology will begin to accredit undergraduate 5. bioscience degrees to help ensure that graduates leave with the core mathematical and practical skills and competencies required by employers.
The Government, together with industry and the Higher Education sector, will 6. create a forum to address skills gaps.
The Government will support the formation of a UK Life Sciences Super Cluster 7. to co-ordinate work across industry, Higher Education and the NHS, and to boost international recognition of UK life sciences.
7
Access to finance and stimulating investment
On 29 June 2009, the Government announced the creation of a UK Innovation 8. Investment Fund to invest in technology-based businesses with high-growth potential, including life sciences companies. The Government will invest £150 million alongside private sector investment on an equal basis, with the aim of leveraging enough private investment to build a £1 billion, 10-year Venture Capital fund.
Budget 2009 announced that the Government would consider evidence for 9. further changes to the way the tax system encourages innovative activity, to ensure the ongoing competitiveness of the UK. The Government will set out its assessment and proposed approach before the 2009 Pre-Budget Report.
The Technology Strategy Board will launch an £18 million “RegenMed” 10. programme of investment to support key areas of commercial R&D and the development of R&D partnerships. The Medical Research Council, the Engineering and Physical Sciences Research Council, and the Biotechnology and Biological Sciences Research Council who will provide additional funding of at least £3.5 million.
The Technology Strategy Board has also committed to increase its expertise in the life sciences.
Marketing UK life sciences
The Government, through UKTI, will invest £1 million from the Strategic 11. Investment Fund to further promote the UK and NHS brands at flagship life sciences events in the UK and overseas.
The Office for Life Sciences and UK Trade and Investment will hold a series 12. of roadshows throughout the English regions and Devolved Administrations, beginning in September. These roadshows will bring together businesses with other key regional stakeholders to:
Discuss the Blueprint commitments and next steps to implement them; (i) and
Help ensure the UK life sciences industry speaks with one consistent (ii) voice in its global marketing activities.
8
Chapter 1
Life sciences – an industry of vital importance to the UK
The UK is a world leader in life sciences (pharmaceuticals, medical 1.1 biotechnology, and medical technology). Life sciences is one of the high-tech strategic industries that will play a vital role in: building a stronger Britain of the future; driving growth and prosperity as well as continuing improvements in healthcare delivery; and meeting future challenges such as an ageing population and obesity.
The UK ranks second in the world after the US and has established itself 1.2 in future growth areas such as regenerative and stratified medicine. The pharmaceutical sector is the leading sector for investment in research and development (R&D), investing £4.5bn in R&D in the UK in 2007 alone, representing over a quarter of all UK business R&D1. The UK medical biotechnology sector leads Europe in the number of drugs in all stages of clinical development2. The medical technology sector is growing rapidly with the largest share in Europe at just over 2,000 companies, the majority of which are small and medium enterprises (SMEs), and the sector collectively employs almost 50,000 people across the UK3.
Our shared vision is for a life sciences industry which is able to make the best 1.3 possible contribution to the future wealth of the country and to continued improvement in health and wellbeing for the UK and globally; focuses its entrepreneurial effort on areas of greatest scientific potential as well as greatest healthcare need; combines cutting edge R&D with a core manufacturing capability; and operates increasingly through symbiotic relationships between small and large companies, and between industry and Higher Education and healthcare providers.
Meeting future challenges will drive growth in the industry and offers the 1.4 opportunity to consolidate the UK’s global leadership and attract increased investment from UK and overseas companies. As a location for life sciences companies, the UK has considerable strengths to build on. A key factor in past successes has been the translation of basic science into commercially successful products. The UK’s world-class science base, based in globally recognised universities and research establishments, will continue to be a cornerstone of progress in UK life sciences in the future. This will be underpinned by investment in the UK’s overall research base, which has increased steadily over the past 10 years and will rise to almost £6 billion a year by 2010.
1 http://www.dius.gov.uk/innovation/statistics_and_analysis/randd_scoreboard/~/media/publications/2/2008_RD_Scoreboard_analysis
2 “Beyond borders. Global biotechnology report 2009”. Ernst and Young. 3 http://www.berr.gov.uk/whatwedo/sectors/biotech/healthtech/page41607.html
9
The NHS is a unique selling point for the UK, and has the potential to add 1.5 significantly to the UK’s attractiveness as a base for life sciences, providing high-quality healthcare to all, and offering a competitive advantage with its vast patient databases for clinical trials and investigations. There is also a vital role for the NHS as a value-creator and an engine of economic growth, leading the way in the uptake of innovative medicines and technologies, deepening collaboration with industry, and helping the industry to flourish and grow. In turn, a flourishing life sciences industry will help generate the step-change innovation needed to maintain quality of services and productivity into the future.
However, the UK’s leadership position is threatened and the life sciences 1.6 industry is facing a number of challenges which must be addressed if it is to fulfil its potential as a major driver of growth. The UK’s share of global patient enrolment in clinical trials has dropped from 6% in 2000 to 2% in 20064. The pharmaceutical sector is facing a patent “cliff”, equivalent to $140 billion in sales, as several blockbuster drugs come off patent over the next few years, and must in any case look to new business models to replenish its pipeline. For medical biotechnology companies, the continuing challenge in accessing finance places at risk the future pipeline of these innovative companies and has the potential to limit growth across this sector. In addition, business and leadership skills are vital to the commercial success of the SMEs that make up the majority of companies. Such skills are also crucial for medical technology companies, as is a mechanism for building relationships with clinicians within the NHS to support the development of new and innovative medical technologies.
To secure its future as the location of choice for life sciences companies, the 1.7 UK needs to do more. The life sciences is a global business and companies take a global view when choosing where to locate activity and jobs. The UK is facing increasing competition from European neighbours and from Asia, with countries taking specific steps to attract life sciences companies. Only by making the most of its strengths will the UK be able to achieve its vision for a diverse and integrated life sciences sector which sustains high-value added employment, and drives economic growth and improved health and wellbeing.
Both Government and industry must take action. Government action, or 1.8 inaction, shapes the conditions in which UK businesses operate. This presents the Government with an opportunity to use policy levers, such as health, skills and fiscal policies, to improve the environment in which UK life sciences companies do business. The Government, through the NHS, is the largest UK customer of medicines and technologies and therefore has a unique opportunity to be at the forefront of innovative procurement, bringing patient and cost benefits. Industry also has a vital role to play in championing the UK’s strengths, clearly articulating where improvement is needed, and working with Government to develop solutions.
4 Centre for Medicines Research International
10
Life Sciences Blueprint
Recognising the importance of the industry to the future of the UK, and the role 1.9 that Government can play in creating an environment in which the industry can flourish, the Prime Minister announced in January the creation of the Office for Life Sciences (OLS), under the leadership of Lord Drayson, Minister for Science and Innovation. The OLS was tasked, over six months, with developing a package of measures which would turn around negative trends, improve the operating environment for UK life sciences companies, and build a sustainable and integrated industry in the future.
The OLS is an early exemplar of the Government’s active approach to 1.10 industrial policy and has demonstrated a new way of working, bringing together Government departments (Business Innovation and Skills; Health; and the Treasury) and industry, through four industry-chaired working groups. By holding weekly meetings, the working groups have been able to rapidly articulate and prioritise the issues, consider the evidence and develop solutions across four key areas:
The NHS as an innovation champion●●
Building a more integrated life sciences industry●●
Access to finance and stimulating investment●●
Marketing the UK life sciences industry overseas●●
This Blueprint sets out the package of actions Government is taking across 1.11 these four pillars to support the UK life sciences industry. The next steps for the Office for Life Sciences are set out at the end of this Blueprint.
12
Chapter 2
The NHS as an innovation champion
The NHS is the largest UK customer of medicines and technologies 2.1 produced by life sciences companies. If this industry is to fulfil its potential as a major growth industry of the future, driving economic growth and prosperity, it is vital that the NHS values and uses cost-effective innovations, and provides an excellent environment for clinical trials and investigations.
A number of initiatives have already improved the NHS environment. 2.2 High Quality Care for All 5 placed an emphasis on innovation, further measures to support uptake of medicines and the creation of a new evaluation pathway for medical technologies. In the 10 years since its inception, the National Institute for Health and Clinical Excellence (NICE) has established itself as a world-leader in health technology appraisal, and its work is influential in healthcare systems around the world. However, industry, NICE and the Government agree that further steps need to be taken to ensure that ongoing research and innovation are promoted.
Flexible pricing and a more systematic approach to patient access schemes 2.3 are part of the new Pharmaceutical Price Regulation Scheme (PPRS) and offer new opportunities to promote cost-effective access to new drugs. The PPRS also includes, for the first time, an innovation package to increase the uptake of cost-effective medicines. The partnerships between the Health Departments and the National Institute for Health Research (NIHR) and stakeholders via the UK Clinical Research Collaboration (UKCRC) and the Office for Strategic Co-ordination of Health Research (OSCHR) have made important advances in developing infrastructure and processes. These partnerships support strategies and policies on research and development (R&D) in the NHS as outlined in Best Research for Best Health 6.
This is by no means an exhaustive list of the work programme in place that 2.4 continues to improve the NHS environment. However, it has become clear that further progress needs to be made to support the life sciences industry to ensure it can play a vital role in delivering improved healthcare in the future.
5 http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_085825
6 http://www.dh.gov.uk/en/Researchanddevelopment/Researchanddevelopmentstrategy/DH_4127109
13
Issue2.5 – Whilst most significant new medicines should continue to go through NICE’s existing processes, there will be drugs for small patient populations which have the potential to deliver improved patient outcomes but where data to demonstrate cost-effectiveness is so far limited, and market access may therefore be inhibited, mainly because of the small numbers of patients, and other clinical factors.
OLS solution – The Government, with NICE, will introduce an “Innovation Pass”. This will be a three-year initiative for selected medicines, which will be funded for time-limited use across the NHS, from a new ring-fenced budget, without going through a NICE appraisal. NICE will play a key role in developing and applying eligibility criteria for the Pass. This will give earlier access to innovative drugs for patients with the greatest need. The Pass will be piloted with a budget of £25 million in 2010/2011. The pilot will be developed with input from industry, NICE and the NHS and will be the subject of a consultation by November 2009. Funding for future years will also be discussed through the consultation and will then be determined in the context of the next spending review.
Issue2.6 – There is scope for a more constructive and appropriate dialogue between industry, NICE and the assessment teams whose work supports NICE appraisals.
OLS solution – Companies with medicines and technologies that are being appraised by NICE will be able to attend NICE appraisal committee meetings to respond to any questions from the committee, and will have an opportunity to comment on matters of factual accuracy. At the end of a NICE appraisal, manufacturers will be provided with the opportunity to have a debriefing meeting with NICE, and Evidence Review Groups will be asked to attend scoping meetings for NICE Single Technology Appraisals. The NICE Board has already agreed these actions.
Issue2.7 – There is a question over whether NICE’s methodologies take into account a wide enough range of factors in determining cost-effectiveness, and whether NICE explains clearly enough to the company and other stakeholders the impact that particular factors have had on its decisions.
OLS solution – Sir Ian Kennedy is conducting a study to identify the aspects of value and innovation that NICE should take into account in its work. His report will be published on 22 July 2009. NICE will conduct a one-month public consultation on its response to the Kennedy report in September 2009, and this issue will continue to be an important part of the OLS work programme into the autumn. From November 2009, NICE will also implement improvements in the way in which it explains the impact of specific factors in its decision-making.
14
Life Sciences Blueprint
Issue2.8 – The adoption and uptake of new medicines and technologies in the NHS is variable and in some cases, far behind that of other European countries.
OLS solution – A package of measures to address the uptake issue:
By November 2009, the Government will establish a Strategic Health (a) Authority (SHA) Delivery Group which will be chaired by an SHA Chief Executive. The Delivery Group will work to:
Increase the uptake of cost effective drugs;(i)
Improve the strategic relationship between the NHS and industry so that (ii) both can work together better in a more business-to-business manner;
Improve the competitiveness of the UK as a site for clinical research; and(iii)
Put in place equivalent NHS-led arrangements to support the early and (iv) systematic uptake of innovations in technologies which provide value to the NHS.
The Government will continue work on existing and proposed metrics (b) to provide an authoritative comparison of the uptake of cost-effective medicines, both within the NHS and on an international basis. It will also develop, by autumn 2010, a pilot set of metrics against which NHS organisations can assess themselves in relation to the uptake of cost-effective innovative technologies.
The Government will ensure that at least two of the new Commercial (c) Support Units (CSUs) to be set up, under the new NHS Commercial Operating Model, will develop and test regional approaches to support innovations from the medical technology sector, through engagement with NHS at an early stage of product development.
The Government will work with the NHS to build innovation into the (d) education commissioning system and, by autumn 2009, will provide guidance on what SHA commissioners can do to achieve this.
Issue2.9 – There is an opportunity and a need for radical action to bring priority and pace to the NHS initiatives to improve quality, innovation, productivity, and prevention – to which the life sciences industry makes a very significant contribution.
OLS solution – The NHS Chief Executive is putting in place a package of measures:
The NHS Chief Executive will take personal responsibility for the NHS (a) programme of action to drive greater quality, innovation, productivity, and prevention (QIPP);
15
The NHS as an innovation champion
The NHS Management Board will delegate oversight of the day-to-day (b) running of NHS operational issues to a new NHS Operations Board, leaving the Management Board to focus exclusively on the operational issues of the QIPP agenda;
There will be a major engagement process throughout the healthcare (c) system, with the Board of every NHS organisation expected to engage with staff, industry – including the life sciences industry – and other partners on how innovation can best be harnessed to improve quality and reduce costs at all levels of the system;
The ideas generated by this process will inform the NHS Operating (d) Framework for 2010-2011;
Simultaneously the NHS Chief Executive will also lead a review of system (e) levers and incentives, such as Payment By Results (PBR), and how they might be better deployed to accelerate QIPP; and
The NHS Leadership Council will take steps to intensify the sharing of skills (f) and experience with industry leaders to support more strategic collaboration to drive innovation and bring benefits to patients.
Issue2.10 – In recent years, the UK has lost ground internationally as a valued country site for undertaking clinical investigations of medical technology and later-phase clinical trials for drugs. In particular, trial start-up times, recruitment, reliability and cost have impacted significantly on the overall cost-effectiveness of the UK as a site for clinical research. The Government, through the Department of Health and the NIHR, and working closely with industry, is putting in place a range of measures specifically to address these issues. Nevertheless, the Government believes that more can be done.
OLS solution – A package of measures:
The Government will reinforce the need for greater emphasis on research (a) and clinical trials in the next NHS Operating Framework, building on the existing commitment to include numbers of patients in clinical research in the metrics which Trusts report in their Quality Accounts;
The Government will support the NHS in creating a national framework (b) for professional local management of health research, transitioning R&D Departments to become NIHR Research Support Services Departments adopting standard operating procedures and a shared risk-based approach in order to create a step-change in speed and reliability for commercial and non-commercial trials in the NHS;
To underline the strategic importance of health research to the NHS, the (c) Government will clarify the duty on SHAs to promote innovation to highlight their role in promoting R&D across healthcare organisations; and
16
Life Sciences Blueprint
To ensure the UK fully exploits its position as a world leader in health (d) informatics, the Government will build on the momentum generated by NHS Connecting for Health’s Research Capability Programme and its equivalents in the Devolved Administrations by:
Working with the major stakeholders to implement and resource the (i) Strategic Framework agreed by the OSCHR E-Health Records Research Board; and
Ensuring the development of a clear implementation plan by the end (ii) of 2009, with business cases and joint piloting with industry.
18
Chapter 3
Building a more integrated life sciences industry
The future of a flourishing UK life sciences industry lies in integration 3.1 and collaboration, across industry, academia and the NHS. It is vital to its continued success that the supply of high-calibre skilled employees is maintained.
A world-class research base is the foundation of any high-tech industry. The 3.2 UK’s Higher Education (HE) system is recognised worldwide for its excellence in teaching and research, and many life sciences companies are built on the exploitation of this cutting-edge research.
The number of students studying chemistry, biology and maths at ‘A’ level or 3.3 equivalent has risen (by 11.6%, 8.6% and 20.1% respectively) over the last five years. The UK’s HE system is a national asset. Applications to study Science Technology Engineering and Maths (STEM) subjects at HE level are increasing. As centres of research excellence, HE Institutions (HEIs), in partnership with industry, are key drivers of economic growth and lay the foundations for innovation. This excellence has been, and continues to be, a strong pull to attract and retain life science business interests in the UK. However, in some areas, we need to do more to ensure that UK graduates leave with the relevant core skills and disciplines to equip them to enter the life sciences workforce.
The 3.4 New Industry, New Jobs strategy paper published in April 2009 outlined the Government’s intent to take action, where appropriate, to address the skills and knowledge gaps that constrain UK-based businesses’ ability to compete globally. It acknowledged the key role for life sciences in the future growth of the UK economy. Later this year, Government will publish a Higher Education Framework, that will set out how the activist approach of New Industry, New Jobs will be applied in the HE sector. It will be a comprehensive overview of the future role of HE, ensuring that Government supports the HE sector and employers, including those in life sciences, in working together to address the skills needs of the industry.
Issue3.5 – The Association of the British Pharmaceutical Industry (ABPI) reported, in its 2008 report Skills Needs for Biomedical Research7, that employers are concerned that the level of flexibility and variability in the content of undergraduate bioscience courses is affecting the number of graduates gaining sufficient practical and high-level maths skills that can be applied within a scientific context. Therefore industry requires more UK life sciences graduates with these skills. This view has also been articulated by the expert groups
7 http://abpi.org.uk/publications/pdfs/2008-10STEMSkillsReviewReportFINALamended2.pdf
19
which have come together within the newly-formed Society of Biology, as well as the HE Academy for Bioscience, Heads of University Biological Sciences, and the Council for Industry and Higher Education.
OLS solution – From 2010, the Society of Biology will begin to accredit undergraduate bioscience degrees to help ensure that graduates leave with the core mathematical and practical skills and competencies required by employers.
Issue3.6 – Industry feels that there is not a co-ordinated mechanism for it to discuss its needs with HEIs and funders in a coherent and collective way, and to work with them to bring about the change needed to address the skill gaps that it has identified in undergraduate bioscience degrees.
OLS solution – The Government will, in partnership with the HE sector and industry, establish an industry and HE forum, based on the successful high-level STEM strategy group model. This will, for example, enable life sciences employers to agree with universities what specialised course content they need to address critical skills gaps and to prioritise actions to be taken.
In the event that a need is identified for Government action to increase volumes in specific areas, the Government will discuss with the Higher Education Funding Council for England (HEFCE) the use of strategic funding to incentivise the development of new provision, or new types of provision.
The first two tasks of this forum will be to assess the curriculum for clinical pharmacology in medical and pharmacy degrees and higher medical training, and evaluate the impact of the significant public and industry funding in addressing the in vivo sciences (pharmacology, pathology, toxicology and physiology) skills gaps, and agree actions that will address these gaps by November 2009.
Issue3.7 – In order to build a successful small and medium life sciences company, business and leadership skills are as vital as the innovative science that led to its formation. However life sciences companies feel that they do not have the resources to invest in developing management and leadership skills across their organisations.
OLS solution – A new business and leadership programme for life sciences SMEs has been developed in collaboration with industry and will be launched by the end of 2009. Over the summer, the Government will work with education funders and industry to agree how the programme will be funded.
Issue3.8 – The Research Assessment Exercise (RAE) rewarded HEIs for excellent research but did not take explicit account of the impact that research had on UK businesses or the nation as a whole. There have been concerns that this
20
Life Sciences Blueprint
acted as a barrier to translating research into actual commercial applications or industrial collaboration.
OLS solution – The new Research Excellence Framework (REF), currently under development, will explicitly assess the economic and social impact of research. It will take into account, for example, the translation of research into new products and services, collaborative working between academia and business, and between academia and public services and policy makers. For life sciences, the new Framework will, for example, reward HEIs whose broad range of clinical academics have developed, adopted and diffused innovative research into clinical practice. The new Framework will be announced in 2010.
Issue3.9 – The UK life sciences industry can only retain its position as a global leader if there is deep and sustained collaboration across industry, academia and the NHS.
OLS solution – A package of measures:
In a number of areas in the UK (such as the North West, Scotland and the (a) greater South East), industry, Higher Education, the NHS, and medical research charities are already working closely together. They are building on existing architecture, such as Academic Health Science Centres, with the aim of achieving the same international recognition as overseas clusters such as Boston, USA. By November 2009, the Government will complete further work on how the formation of a UK Life Sciences Super Cluster can best be supported. This will build on the UK’s clinical and academic excellence. It will focus on areas where there is a willingness on the part of industry, Higher Education and the NHS to work together to leverage collaborative effort to deliver life sciences innovation. Government will also consider how the Super Cluster can be included as part of the UK Trade and Investment life sciences marketing initiatives.
OSCHR Partners, working with OSCHR, will lead work to develop and (b) implement, by early 2010, a single coherent strategy across all relevant agencies (the Technology Strategy Board, Knowledge Transfer Networks, the RDAs, the Research Councils and the Health Departments). A single strategy will enable coherent communication of the opportunities available to industry for collaboration, funding sources and infrastructure support. OSCHR Partners, working with OSCHR, will offer clear leadership for this work, bringing to bear deep knowledge of the Higher Education sector and of industry.
In addition, the Government will ensure that continued funding from the (c) National Institute for Health Research for Biomedical Research Centres, Biomedical Research Units and Clinical Research Facilities will be partly contingent on demonstrable working with industry.
21
Building a more integrated life sciences industry
The Government will explore which mechanisms are most effective (d) in encouraging students to study those subjects that meet employer demand and national priorities. For example, it will work with HEIs and life sciences employers to offer better information, advice and guidance about course content, graduate destinations and how universities link up with employers (e.g. through work placements). This is one of the ways that students will be able to access the opportunities the life sciences industry offers them.
Issue3.10 – The provision of high quality-care requires clinicians to be familiar with the relevant practices in clinical pharmacology and pathology. This is important to enable them to evaluate and prescribe innovative medicines.
OLS solution – In early 2010, the Medical Research Council will launch a £3.5 million flagship programme in clinical pharmacology and pathology, enhancing professional skills and driving collaboration with industry.
22
Access to finance and stimulating investment
Chapter 4
The number one need for small life sciences companies is funding, to 4.1 secure the future drug development pipeline, UK-generated IP and associated jobs. The Review and Refresh of Bioscience 2015 report8 also described the increasingly symbiotic relationship between small and large companies.
With a global life sciences industry, it is vital that the UK offers an environment 4.2 in which large companies are incentivised to invest in and contribute to the future of smaller companies. Long-term investment decisions on where to locate activity are made on a global basis and take into account a range of factors.
The UK incentivises innovative activity through the tax system. In particular, 4.3 the research and development (R&D) tax credit encourages the creation of intellectual property (IP), whilst the corporate intangible assets regime encourages acquiring and holding IP assets. The R&D tax credit provides support of over £800m per year to small and large companies, and the regime for corporate intangible assets, introduced in 2002, allows companies additional relief against the assets such as IP. The Government continues to keep these aspects of the tax system under review, in line with its objectives of competitiveness, encouraging investment, promoting innovation and ensuring fairness.
Issue4.4 – Life sciences small and medium enterprises (SMEs) are facing increasing difficulty in securing venture capital (VC) investment, threatening the future of highly innovative and world-leading R&D.
OLS solution – On 29 June 2009, the Government announced the creation of a UK Innovation Investment Fund to invest in technology-based businesses with high-growth potential. The new Fund will focus on investing in growing small businesses, start-ups and spin-outs in four high-tech sectors, including the life sciences. The Government will invest £150 million alongside private sector investment on an equal basis, with the aim of leveraging enough private investment to build a £1 billion, 10-year VC Fund.
8 http://www.berr.gov.uk/files/file49805.pdf
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Issue4.5 – The UK is well placed to attract globally mobile life sciences investment as a result of its excellent science base, skilled workforce, and business-friendly environment. But global competition to attract and retain this investment is increasing, with skills and infrastructure improving in other countries. Policies are also being introduced overseas to attract innovative activity, including through low corporate tax rates and enhanced reliefs, and that attract IP assets through special tax regimes on IP income, termed “patent boxes”.
OLS solution – The Government already incentivises innovative activity through the tax system. Budget 2009 announced that the Government would consider evidence for further changes to the way the tax system encourages innovative activity, to ensure the ongoing competitiveness of the UK.
The Government is committed to ensuring the UK remains an attractive location for investment in innovative activity. The work is examining the role of business tax in encouraging investment in innovation, and the impact on jobs and productivity growth in the UK. It is also considering how the UK tax system compares to other regimes internationally, and the role that taxes play in decisions on where to locate innovative investment, including the location of dedicated R&D and manufacturing centres, and patent development. This assessment will allow the Government to ensure that the tax system provides the appropriate conditions for investment in innovation and to drive productivity, growth and jobs.
Investment in innovation occurs across a diverse range of activities and sectors. Since the Budget announcement, HM Treasury, along with the Department for Business, Innovation and Skills, has met with businesses across a wide range of sectors, including the life sciences, to gather evidence on innovation and the role of taxation.
Businesses have highlighted that, across many innovative activities, the strength of the science and skills base is the primary driver of investment decisions. The UK is strong in these and other key factors, such as the regulatory and legal environment. Taxation can also play an important role in investment decisions and a competitive rate of corporation tax, as well as a regime that provides certainty and minimizes complexity for all businesses is seen as increasingly important by businesses.
The work is considering whether there is scope to improve or enhance the way the tax system encourages innovation. Many businesses have pointed to the attractiveness of countries offering low corporation tax rates, particularly where they are able to match the UK in providing a skilled workforce and business-friendly environment. Therefore the benefits of introducing or enhancing specific tax reliefs and incentives will be set against the benefits of further reductions in the rate of corporation tax, which the Government continues to keep under review.
24
Life Sciences Blueprint
These discussions are focusing on the entire innovation chain: the creation of value, including research and development; securing that value, such as through patents and other intellectual property; and unlocking value, including through production or licensing. This chain of activity is global and can involve a range of actors around the world. The work is assessing the strength of links between these activities and the balance between tax and non-tax factors in driving investment decisions.
There is strong support among all businesses for the current R&D tax credits, particularly among SMEs where the credit is seen as critical in supporting cash flow. There is evidence to support the effectiveness of such incentives in increasing the level of R&D and the work is seeking to ensure the impact of the credits is maximised.
Some businesses have highlighted tax regimes introduced in some EU Member States in recent years that provide a preferential rate of tax on income earned from intellectual property, for example “patent boxes”. HM Treasury is exploring the extent to which such schemes could encourage intellectual property to be located in the UK and the impact this could have by way of additional and productive investment in the UK.
In evaluating proposals for change, evidence on the long-term impact on productivity and employment will be crucial. The potential impact on tax receipts in the short- and long-term will also be a key factor in the assessment. This will draw on analysis of the full costs of introducing any changes, taking into account any current pressures on the tax base. Any potential changes will also be considered alongside the Government’s wider approach to business taxation, including providing certainty and stability and minimizing complexity, as well as meeting international commitments.
The evidence will be assessed over the summer, drawing on the expertise of the Business-Government Forum on Tax and Globalisation, as well as through further discussions with businesses and the wider innovation community. HM Treasury will set out its assessment and proposed approach before the 2009 Pre-Budget Report. If proposals can be developed that meet the considerations set out above, Government would consult widely with businesses before making any changes.
Issue4.6 – Consortium relief allows a company owned by a consortium to surrender a portion of its current year tax losses to the members of the consortium to offset against their taxable profits. Life science companies have suggested that the investor structure in many small life sciences companies can preclude those investors from benefiting from consortium relief and that changes to this feature of Group Relief would have the potential to incentivise investment in SMEs by large companies.
OLS solution – As with all areas of tax, the Treasury keeps this under review, and will consider the case for any changes.
Issue4.7 – There is the opportunity for the NHS to deliver a better service to patients through the procurement of innovative products from life sciences companies.
OLS solution – A package of measures:
The National Innovation Centre (NIC) held five NHS/industry “Wouldn’t It (a) Be Great If…. (WIBGI)” workshops at the NHS Innovation Expo in June 2009. The workshops focussed on cardiac care, urology, paediatrics, ambulance services, and regenerative medicine, which generated a short-list of opportunities for the NHS. Beginning in September 2009, the NIC, working jointly with the Strategic Health Authorities (SHAs), the Technology Strategy Board, and Knowledge Transfer Networks, will launch a series of Small Business Research Initiative (SBRI) competitions to engage industry and the NHS. Over the next 12 months, the NIC will support a rolling series of coordinated SBRI initiatives that start with NHS clinicians defining their clinical needs, and end with industry engaging with the NHS to develop compelling solutions; and
The new SHA Delivery Group will lead work to develop an NHS SBRI (b) prospectus that will set out future needs in key healthcare areas. The Group will also hold an annual conference to better understand the potential of industry to provide solutions. Further details and timetables will be set out by November 2009.
Issue4.8 – To capitalise fully on our leading global position in regenerative medicine, there are a number of challenges that need to be overcome, particularly access to funding and supply of bespoke infrastructure.
OLS solution – In September 2009, to support this growing and strategically important industry, the Technology Strategy Board will launch an £18 million “RegenMed” programme of investment to support key areas of commercial R&D and the development of R&D partnerships. The programme will be developed in partnership with the Medical Research Council, the Engineering and Physical Sciences Research Council, and the Biotechnology and Biological Sciences Research Council who will provide additional funding of at least £3.5 million. Programme development will be guided by a high-level industrially-focussed group comprising industry and academic experts.
The programme will have three strands:
Regenerative medicine product development and validation;(i)
Grand challenges in underpinning tools and technologies; and(ii)
Understanding value systems and business models necessary for the (iii) delivery of regenerative medicines.
The Technology Strategy Board has also committed to increase its expertise in the life sciences.
25
Access to finance and stimulating investment
26
Chapter 5
Marketing UK life sciences
The actions listed in this Blueprint have the potential to transform the UK 5.1 life sciences industry. This will only be realised fully through effective global marketing. For the first time ever, the UK has a single marketing strategy for the life sciences industry, in itself a transformational change. The industry-led UK Life Sciences Marketing Strategy Board will take full advantage of this by accelerating marketing activity over the next 6 months.
Issue5.2 – Increased effective marketing is needed to ensure international companies are aware of the UK’s strengths and the new opportunities presented by the actions in this Blueprint.
OLS solution – A package of measures:
UK Trade and Investment (UKTI) will coordinate a series of high-level events (a) overseas, beginning with a summer 2009 US tour by a senior UK delegation to engage with key US-based life sciences companies and increase their investment in the UK; and
By March 2011, UKTI will invest £1 million from the Strategic Investment (b) Fund to further promote the UK and NHS brands at flagship life sciences events in the UK and overseas. For example, through supporting UK companies attendance at AdvaMed9 in Washington in October 2009, and at Medica10 in Düsseldorf in November 2009. In addition, UKTI will hold a new high-level technology partnering event later in 2010 that will bring life sciences decision-makers to the UK.
Issue5.3 – The industry-led UK Life Sciences Marketing Strategy Board is committed to bringing the life sciences industry across the UK together with a single voice when marketing UK life sciences internationally.
OLS solution – The OLS and UKTI will hold a series of roadshows throughout the English regions and Devolved Administrations, beginning in September. These roadshows will bring together businesses with other key regional stakeholders to:
9 AdvaMed is the premier high level MedTech conference in the US.10 Medica is the world’s largest MedTech trade fair with over 4000 exhibitors in 2008.
27
Discuss the Blueprint commitments and next steps to implement them; (i) and
Help ensure the UK life sciences industry speaks with one consistent (ii) voice in its global marketing activities.
Issue5.4 – Actions such as the creation of a UK Innovation Investment Fund make the UK an even more favourable environment for investors, including multi-national corporate venture funds who have not frequently invested in the UK.
OLS solution – From summer 2009, specialists will meet with corporate venture funds to build upon the strong foundations provided by the UK Innovation Investment Fund and attract additional investment in the UK.
Issue5.5 – Chapter 3 of this Blueprint includes actions to enhance the UK’s regional centres of excellence and transform them into a UK Life Sciences Super Cluster. These UK concentrations of excellence do not currently have the international profile of key international equivalents such as the Boston life sciences cluster.
OLS solution – The UK will form strategic alliances with key US life sciences clusters in line with proposals for a UK Life Sciences Super Cluster (see Chapter 3). This will be piloted by collaboration between Boston and the golden triangle (London, Cambridge and Oxford), beginning with the signing of a Memorandum of Understanding in October 2009.
28
Next steps
The actions set out in this Life Sciences Blueprint have the potential to transform the environment for life sciences companies in the UK, ensuring the industry realises its potential as a major driver of economic growth and of improved health and wellbeing.
The establishment of the Office for Life Sciences has initiated a new way of working between Government and the life sciences industry. It will now be crucial to implement the commitments in this Blueprint, developing detailed delivery plans for each action. A further document, to be published in autumn 2009, will set out these plans.
A Blueprint communications strategy will be rolled out to key audiences in the UK, and globally through UK Trade and Investment.
The Government is committed to continuing the effective collaboration between Government departments and industry which has been a feature of the first phase of Office for Life Sciences’ work, and to closer involvement of the NHS, the Higher Education sector and other partners.
30
Ann
ex
Life
Sci
ence
s A
ctio
n P
lan
This
tab
le s
ets
out
the
Gov
ernm
ent’s
key
new
pol
icy
com
mitm
ents
, des
crib
es w
hat
is b
eing
del
iver
ed, a
nd b
y w
hen,
as
wel
l as
indi
catin
g w
ho is
res
pons
ible
.
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
TH
E N
HS
AS
AN
INN
OV
AT
ION
CH
AM
PIO
N
The
Gov
ernm
ent,
with
NIC
E, w
ill in
trod
uce
an “
Inno
vatio
n P
ass”
. Thi
s w
ill b
e a
thre
e-ye
ar in
itiat
ive
for
sele
cted
med
icin
es, w
hich
will
be
fund
ed f
or t
ime-
limite
d us
e ac
ross
the
NH
S, f
rom
a n
ew r
ing-
fenc
ed b
udge
t, w
ithou
t go
ing
thro
ugh
a N
ICE
app
rais
al. N
ICE
will
pla
y a
key
role
in d
evel
opin
g an
d ap
plyi
ng e
ligib
ility
crit
eria
for
the
Pas
s. T
his
will
giv
e ea
rlier
acc
ess
to in
nova
tive
drug
s fo
r pa
tient
s w
ith t
he g
reat
est
need
. The
Pas
s w
ill b
e pi
lote
d w
ith a
bud
get
of £
25 m
illio
n in
201
0/20
11. T
he
pilo
t w
ill b
e de
velo
ped
with
inpu
t fr
om in
dust
ry, N
ICE
and
the
NH
S a
nd w
ill b
e th
e su
bjec
t of
a
cons
ulta
tion.
Fun
ding
for
fut
ure
year
s w
ill a
lso
be d
iscu
ssed
thr
ough
the
con
sulta
tion
and
will
the
n be
det
erm
ined
in t
he c
onte
xt o
f th
e ne
xt s
pend
ing
revi
ew.
To b
e pi
lote
d in
20
10/2
011,
with
a
cons
ulta
tion
on t
he p
ilot
by
Nov
embe
r 20
09
DH
/NIC
E£2
5 m
illio
n
Com
pani
es w
ith t
echn
olog
ies
bein
g ap
prai
sed
by N
ICE
will
be
able
to
atte
nd N
ICE
app
rais
al
com
mitt
ee m
eetin
gs t
o re
spon
d to
any
que
stio
ns f
rom
the
com
mitt
ee, a
nd w
ill h
ave
an o
ppor
tuni
ty
to c
omm
ent
on m
atte
rs o
f fa
ctua
l acc
urac
y. A
t th
e en
d of
a N
ICE
app
rais
al, m
anuf
actu
rers
will
be
prov
ided
with
the
opp
ortu
nity
to
have
a d
ebrie
fing
mee
ting
with
NIC
E, a
nd E
vide
nce
Rev
iew
Gro
ups
will
be
aske
d to
att
end
scop
ing
mee
tings
for
NIC
E S
ingl
e Te
chno
logy
App
rais
als.
Agr
eed.
For
im
plem
enta
tion
DH
/NIC
EN
/A
Sir
Ian
Ken
nedy
is c
ondu
ctin
g a
stud
y to
iden
tify
the
aspe
cts
of v
alue
and
inno
vatio
n w
hich
NIC
E
shou
ld t
ake
into
acc
ount
in it
s w
ork.
His
rep
ort
will
be
publ
ishe
d on
22
July
200
9. N
ICE
will
con
duct
a
one-
mon
th p
ublic
con
sulta
tion
on it
s re
spon
se t
o th
e K
enne
dy r
epor
t in
Sep
tem
ber
2009
, and
th
is is
sue
will
con
tinue
to
be a
n im
port
ant
part
of
the
OLS
wor
k pr
ogra
mm
e in
to t
he a
utum
n. F
rom
N
ovem
ber
2009
, NIC
E w
ill a
lso
impl
emen
t im
prov
emen
ts in
the
way
in w
hich
it e
xpla
ins
the
impa
ct
of s
peci
fic f
acto
rs in
its
deci
sion
-mak
ing.
Con
sulta
tion
to b
e he
ld in
S
epte
mbe
r 20
09
NIC
EN
/A
31
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
A p
acka
ge o
f m
easu
res
to a
ddre
ss t
he u
ptak
e is
sue:
(a)
The
Gov
ernm
ent
will
est
ablis
h an
SH
A D
eliv
ery
Gro
up w
hich
will
be
chai
red
by a
n S
HA
chi
ef
exec
utiv
e. T
he D
eliv
ery
Gro
up w
ill w
ork
to:
(i)
In
crea
se t
he u
ptak
e of
cos
t ef
fect
ive
drug
s;
(ii
) Im
prov
e th
e st
rate
gic
rela
tions
hip
betw
een
the
NH
S a
nd in
dust
ry s
o th
at b
oth
can
wor
k to
geth
er b
ette
r in
a m
ore
busi
ness
-to-
busi
ness
man
ner;
(ii
i) Im
prov
e th
e co
mpe
titiv
enes
s of
the
UK
as
a si
te f
or c
linic
al r
esea
rch;
and
(iv
) P
ut in
pla
ce e
quiv
alen
t N
HS
-led
arra
ngem
ents
to
supp
ort
the
early
and
sys
tem
atic
upt
ake
of in
nova
tions
in m
edic
al t
echn
olog
ies
whi
ch p
rovi
de v
alue
to
the
NH
S.
(b)
The
Gov
ernm
ent
will
con
tinue
wor
k on
exi
stin
g an
d pr
opos
ed m
etric
s to
pro
vide
an
auth
orita
tive
com
paris
on o
f th
e up
take
of
cost
-eff
ectiv
e m
edic
ines
bot
h w
ithin
the
NH
S a
nd o
n an
inte
rnat
iona
l ba
sis.
It w
ill a
lso
deve
lop,
by
autu
mn
2010
, a p
ilot
set
of m
etric
s ag
ains
t w
hich
NH
S o
rgan
isat
ions
ca
n as
sess
the
mse
lves
in r
elat
ion
to t
he u
ptak
e of
cos
t-ef
fect
ive
inno
vativ
e te
chno
logi
es.
(c)
The
Gov
ernm
ent
will
ens
ure
that
at
leas
t tw
o of
the
new
Com
mer
cial
Sup
port
Uni
ts (C
SU
s)
to b
e se
t up
, und
er t
he n
ew N
HS
Com
mer
cial
Ope
ratin
g M
odel
, will
dev
elop
and
tes
t re
gion
al
appr
oach
es t
o su
ppor
t in
nova
tions
fro
m t
he m
edic
al t
echn
olog
y se
ctor
, thr
ough
eng
agem
ent
with
NH
S a
t an
ear
ly s
tage
of
prod
uct
deve
lopm
ent.
(d)
The
Gov
ernm
ent
will
wor
k w
ith t
he N
HS
to
build
inno
vatio
n in
to t
he e
duca
tion
com
mis
sion
ing
syst
em a
nd b
y au
tum
n 20
09 w
ill p
rovi
de g
uida
nce
on w
hat
SH
A c
omm
issi
oner
s ca
n do
to
achi
eve
this
.
By
Nov
embe
r 20
09D
H/N
HS
N/A
32
Life Sciences Blueprint
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
The
NH
S C
hief
Exe
cutiv
e is
put
ting
in p
lace
a p
acka
ge o
f m
easu
res
to b
ring
prio
rity
and
pace
to
the
QIP
P a
gend
a:
(a)
The
NH
S C
hief
Exe
cutiv
e w
ill t
ake
pers
onal
res
pons
ibili
ty f
or t
he N
HS
’ pro
gram
me
of a
ctio
n to
dr
ive
grea
ter
qual
ity, i
nnov
atio
n, p
rodu
ctiv
ity, a
nd p
reve
ntio
n (Q
IPP
);
(b)
The
NH
S M
anag
emen
t B
oard
will
del
egat
e ov
ersi
ght
of t
he d
ay-t
o-da
y ru
nnin
g of
NH
S
oper
atio
nal i
ssue
s to
a n
ew N
HS
Ope
ratio
ns B
oard
, lea
ving
the
Man
agem
ent
Boa
rd t
o fo
cus
excl
usiv
ely
on t
he Q
IPP
age
nda;
(c)
Ther
e w
ill b
e a
maj
or e
ngag
emen
t pr
oces
s th
roug
hout
the
hea
lthca
re s
yste
m, w
ith t
he B
oard
of
eve
ry N
HS
org
anis
atio
n ex
pect
ed t
o en
gage
with
sta
ff, i
ndus
try
– in
clud
ing
the
life
scie
nces
in
dust
ry –
and
oth
er p
artn
ers
on h
ow in
nova
tion
can
best
be
harn
esse
d to
impr
ove
qual
ity a
nd
redu
ce c
osts
at
all l
evel
s of
the
sys
tem
;
(d)
The
idea
s ge
nera
ted
by t
his
proc
ess
will
info
rm t
he N
HS
Ope
ratin
g Fr
amew
ork
for
2010
-201
1;
(e)
Sim
ulta
neou
sly
the
NH
S C
hief
Exe
cutiv
e w
ill a
lso
lead
a r
evie
w o
f th
e sy
stem
leve
rs a
nd
ince
ntiv
es, s
uch
as P
aym
ent
By
Res
ults
(PB
R) ,
and
how
the
y m
ight
be
bett
er d
eplo
yed
to
acce
lera
te Q
IPP
; and
(f)
The
NH
S L
eade
rshi
p C
ounc
il w
ill t
ake
step
s to
inte
nsify
the
sha
ring
of s
kills
and
exp
erie
nce
with
in
dust
ry le
ader
s to
sup
port
mor
e st
rate
gic
colla
bora
tion
to d
rive
inno
vatio
n an
d br
ing
bene
fits
to
patie
nts.
Agr
eed.
Im
plem
enta
tion
star
ting
imm
edia
tely
DH
N/A
33
Life Sciences Action Plan
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
A p
acka
ge o
f m
easu
res
to im
prov
e th
e U
K e
nviro
nmen
t fo
r cl
inic
al t
rials
:
(a)
The
Gov
ernm
ent
will
rei
nfor
ce t
he n
eed
for
grea
ter
emph
asis
on
rese
arch
and
clin
ical
tria
ls in
th
e ne
xt N
HS
Ope
ratin
g Fr
amew
ork,
bui
ldin
g on
the
exi
stin
g co
mm
itmen
t to
incl
ude
num
bers
of
patie
nts
in c
linic
al r
esea
rch
in t
he m
etric
s w
hich
Tru
sts
repo
rt in
the
ir Q
ualit
y A
ccou
nts;
(b)
The
Gov
ernm
ent
will
sup
port
the
NH
S in
cre
atin
g a
natio
nal f
ram
ewor
k fo
r pr
ofes
sion
al lo
cal
man
agem
ent
of h
ealth
res
earc
h, t
rans
ition
ing
R&
D D
epar
tmen
ts t
o be
com
e N
IHR
Res
earc
h S
uppo
rt S
ervi
ces
Dep
artm
ents
ado
ptin
g st
anda
rd o
pera
ting
proc
edur
es a
nd a
sha
red
risk-
base
d ap
proa
ch in
ord
er t
o cr
eate
a s
tep-
chan
ge in
spe
ed a
nd r
elia
bilit
y fo
r co
mm
erci
al a
nd n
on-
com
mer
cial
tria
ls in
the
NH
S;
(c)
To u
nder
line
the
stra
tegi
c im
port
ance
of
heal
th r
esea
rch
to t
he N
HS
, the
Gov
ernm
ent
will
cl
arify
the
dut
y on
SH
As
to p
rom
ote
inno
vatio
n to
hig
hlig
ht t
heir
role
in p
rom
otin
g R
&D
acr
oss
heal
thca
re o
rgan
isat
ions
; and
(d)
To e
nsur
e th
e U
K f
ully
exp
loits
its
pote
ntia
l to
be a
wor
ld le
ader
in h
ealth
info
rmat
ics,
the
G
over
nmen
t w
ill b
uild
on
the
mom
entu
m g
ener
ated
by
NH
S C
onne
ctin
g fo
r H
ealth
’s R
esea
rch
Cap
abili
ty P
rogr
amm
e an
d its
equ
ival
ents
in t
he D
evol
ved
Adm
inis
trat
ions
by:
(i)
W
orki
ng w
ith t
he m
ajor
sta
keho
lder
s to
impl
emen
t an
d re
sour
ce t
he S
trat
egic
Fra
mew
ork
agre
ed b
y th
e O
SC
HR
E-H
ealth
Rec
ords
Res
earc
h B
oard
; and
(ii
) E
nsur
ing
the
deve
lopm
ent
of a
cle
ar im
plem
enta
tion
plan
by
the
end
of 2
009,
with
bus
ines
s ca
ses
and
join
t pi
lotin
g w
ith in
dust
ry.
(a) A
utum
n 20
09
(b) B
y A
pril
2010
(c
) Alre
ady
unde
rway
(d) B
y th
e en
d of
200
9
DH
N
/A
BU
ILD
ING
A M
OR
E IN
TE
GR
AT
ED
LIF
E S
CIE
NC
ES
IND
US
TR
Y
The
Soc
iety
of
Bio
logy
will
beg
in t
o ac
cred
it un
derg
radu
ate
bios
cien
ce d
egre
es t
o he
lp e
nsur
e th
at
grad
uate
s le
ave
with
the
cor
e sk
ills
and
com
pete
ncie
s re
quire
d by
em
ploy
ers.
From
201
0S
ocie
ty o
f B
iolo
gy
N/A
34
Life Sciences Blueprint
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
The
Gov
ernm
ent
will
, in
part
ners
hip
with
the
HE
sec
tor
and
indu
stry
, est
ablis
h an
indu
stry
and
HE
fo
rum
, bas
ed o
n th
e su
cces
sful
hig
h-le
vel S
TEM
str
ateg
y gr
oup
mod
el. T
his
will
, for
exa
mpl
e, e
nabl
e lif
e sc
ienc
es e
mpl
oyer
s to
agr
ee w
ith u
nive
rsiti
es w
hat
spec
ialis
ed c
ours
e co
nten
t th
ey n
eed
to
addr
ess
criti
cal s
kills
gap
s an
d to
prio
ritis
e ac
tions
to
be t
aken
.
In t
he e
vent
tha
t a
need
is id
entifi
ed f
or G
over
nmen
t ac
tion
to in
crea
se v
olum
es in
spe
cific
ar
eas,
the
Gov
ernm
ent
will
dis
cuss
with
HE
FCE
the
use
of
stra
tegi
c fu
ndin
g to
ince
ntiv
ise
the
deve
lopm
ent
of n
ew p
rovi
sion
, or
new
typ
es o
f pr
ovis
ion.
The
first
tw
o ta
sks
of t
his
foru
m w
ill b
e to
ass
ess
the
curr
icul
um f
or c
linic
al p
harm
acol
ogy
in m
edic
al
degr
ees
and
high
er m
edic
al t
rain
ing,
and
ass
ess
the
impa
ct o
f th
e si
gnifi
cant
pub
lic a
nd in
dust
ry
fund
ing
in a
ddre
ssin
g th
e in
viv
o sc
ienc
es (p
harm
acol
ogy,
pat
holo
gy, t
oxic
olog
y an
d ph
ysio
logy
) ski
lls
gap
and
agre
e ac
tions
.
By
Nov
embe
r 20
09In
dust
ry/
Hig
her
Edu
catio
n se
ctor
/BIS
N/A
A n
ew b
usin
ess
and
lead
ersh
ip p
rogr
amm
e fo
r lif
e sc
ienc
es S
ME
s ha
s be
en d
evel
oped
in
colla
bora
tion
with
indu
stry
. Ove
r th
e su
mm
er, t
he G
over
nmen
t w
ill w
ork
with
edu
catio
n fu
nder
s an
d in
dust
ry t
o ag
ree
how
the
pro
gram
me
will
be
fund
ed.
To b
e la
unch
ed
by t
he e
nd o
f 20
09
BIS
TBC
The
new
Res
earc
h E
xcel
lenc
e Fr
amew
ork,
cur
rent
ly u
nder
dev
elop
men
t, w
ill e
xplic
itly
asse
ss t
he
econ
omic
and
soc
ial i
mpa
ct o
f re
sear
ch. I
t w
ill t
ake
into
acc
ount
, for
exa
mpl
e, t
he t
rans
latio
n of
re
sear
ch in
to n
ew p
rodu
cts
and
serv
ices
, col
labo
rativ
e w
orki
ng b
etw
een
acad
emia
and
bus
ines
s,
and
betw
een
acad
emia
and
pub
lic s
ervi
ces
and
polic
y m
aker
s. F
or li
fe s
cien
ces,
the
new
Fra
mew
ork
will
, for
exa
mpl
e, r
ewar
d H
EIs
who
se b
road
ran
ge o
f cl
inic
al a
cade
mic
s ha
ve d
evel
oped
, ado
pted
an
d di
ffus
ed in
nova
tive
rese
arch
into
clin
ical
pra
ctic
e.
The
new
Fr
amew
ork
will
be
ann
ounc
ed in
S
prin
g 20
10
BIS
N/A
35
Life Sciences Action Plan
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
A p
acka
ge o
f m
easu
res
to d
eepe
n in
dust
ry, N
HS
and
Hig
her
Edu
catio
n co
llabo
ratio
n:
(a)
In a
num
ber
of a
reas
in t
he U
K (s
uch
as t
he N
orth
Wes
t, S
cotla
nd a
nd t
he g
reat
er S
outh
Eas
t),
indu
stry
, Hig
her
Edu
catio
n, t
he N
HS
, and
med
ical
res
earc
h ch
ariti
es a
re a
lread
y w
orki
ng c
lose
ly
toge
ther
. The
y ar
e bu
ildin
g on
exi
stin
g ar
chite
ctur
e, s
uch
as A
cade
mic
Hea
lth S
cien
ce C
entr
es,
with
the
aim
of
achi
evin
g th
e sa
me
inte
rnat
iona
l rec
ogni
tion
as o
vers
eas
clus
ters
suc
h as
B
osto
n, U
SA
. By
Nov
embe
r 20
09, t
he G
over
nmen
t w
ill c
ompl
ete
furt
her
wor
k on
how
the
fo
rmat
ion
of a
UK
Life
Sci
ence
s S
uper
Clu
ster
can
bes
t be
sup
port
ed. T
his
will
bui
ld o
n th
e U
K’s
cl
inic
al a
nd a
cade
mic
exc
elle
nce.
It w
ill f
ocus
on
area
s w
here
the
re is
a w
illin
gnes
s on
the
par
t of
indu
stry
, Hig
her
Edu
catio
n an
d th
e N
HS
to
wor
k to
geth
er t
o le
vera
ge c
olla
bora
tive
effo
rt t
o de
liver
life
sci
ence
s in
nova
tion.
Gov
ernm
ent
will
als
o co
nsid
er h
ow t
he S
uper
Clu
ster
can
be
incl
uded
as
part
of
the
UK
Tra
de a
nd In
vest
men
t lif
e sc
ienc
es m
arke
ting
initi
ativ
es.
(b)
OS
CH
R P
artn
ers,
wor
king
with
OS
CH
R, w
ill le
ad w
ork
to d
evel
op a
nd im
plem
ent
a si
ngle
co
here
nt s
trat
egy
acro
ss a
ll re
leva
nt a
genc
ies
(the
Tec
hnol
ogy
Str
ateg
y B
oard
, Kno
wle
dge
Tran
sfer
Net
wor
ks, t
he R
DA
s, t
he R
esea
rch
Cou
ncils
and
the
Hea
lth D
epar
tmen
ts).
A s
ingl
e st
rate
gy w
ill e
nabl
e co
here
nt c
omm
unic
atio
n of
the
opp
ortu
nitie
s av
aila
ble
to in
dust
ry f
or
colla
bora
tion,
fun
ding
sou
rces
and
infr
astr
uctu
re s
uppo
rt. O
SC
HR
Par
tner
s, w
orki
ng w
ith
OS
CH
R, w
ill o
ffer
cle
ar le
ader
ship
for
thi
s w
ork,
brin
ging
to
bear
dee
p kn
owle
dge
of t
he H
ighe
r E
duca
tion
sect
or a
nd o
f in
dust
ry.
(c)
In a
dditi
on, t
he G
over
nmen
t w
ill e
nsur
e th
at c
ontin
ued
fund
ing
from
the
Nat
iona
l Ins
titut
e fo
r H
ealth
Res
earc
h fo
r B
iom
edic
al R
esea
rch
Cen
tres
, Bio
med
ical
Res
earc
h U
nits
and
Clin
ical
R
esea
rch
Faci
litie
s w
ill b
e pa
rtly
con
tinge
nt o
n de
mon
stra
ble
wor
king
with
indu
stry
.
(d)
The
Gov
ernm
ent
will
exp
lore
whi
ch m
echa
nism
s ar
e m
ost
effe
ctiv
e in
enc
oura
ging
stu
dent
s to
stu
dy t
hose
sub
ject
s th
at m
eet
empl
oyer
dem
and
and
natio
nal p
riorit
ies.
For
exa
mpl
e, it
will
w
ork
with
HE
Is a
nd li
fe s
cien
ces
empl
oyer
s to
off
er b
ette
r in
form
atio
n, a
dvic
e an
d gu
idan
ce
abou
t co
urse
con
tent
, gra
duat
e de
stin
atio
ns a
nd h
ow u
nive
rsiti
es li
nk u
p w
ith e
mpl
oyer
s (e
.g.
thro
ugh
wor
k pl
acem
ents
). Th
is is
one
of
the
way
s th
at s
tude
nts
will
be
able
to
acce
ss t
he
oppo
rtun
ities
the
life
sci
ence
s in
dust
ry o
ffer
s th
em.
(a) B
y N
ovem
ber
2009
(b
) To
be d
raft
ed
by O
ctob
er
2009
. To
be
impl
emen
ted
by
early
201
0
(c) A
lread
y un
derw
ay
(d) 2
010
(a) B
IS/D
H
(b) O
SC
HR
(c
) DH
/N
IHR
(d) B
IS
N/A
N
/A
N/A
The
Med
ical
Res
earc
h C
ounc
il w
ill la
unch
a £
3.5
mill
ion
flags
hip
prog
ram
me
in c
linic
al p
harm
acol
ogy
and
path
olog
y, e
nhan
cing
pro
fess
iona
l ski
lls a
nd d
rivin
g co
llabo
ratio
n w
ith in
dust
ry.
In e
arly
201
0M
RC
£3.5
m
36
Life Sciences Blueprint
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
AC
CE
SS
TO
FIN
AN
CE
AN
D S
TIM
ULA
TIN
G IN
VE
ST
ME
NT
The
Gov
ernm
ent
anno
unce
d th
e cr
eatio
n of
a U
K In
nova
tion
Inve
stm
ent
Fund
to
inve
st in
te
chno
logy
-bas
ed b
usin
esse
s w
ith h
igh-
grow
th p
oten
tial.
The
new
Fun
d w
ill f
ocus
on
inve
stin
g in
gro
win
g sm
all b
usin
esse
s, s
tart
-ups
and
spi
n-ou
ts in
fou
r hi
gh-t
ech
sect
ors,
incl
udin
g th
e lif
e sc
ienc
es. T
he G
over
nmen
t w
ill in
vest
£15
0 m
illio
n al
ongs
ide
priv
ate
sect
or in
vest
men
t on
an
equa
l ba
sis,
with
the
aim
of
leve
ragi
ng e
noug
h pr
ivat
e in
vest
men
t to
bui
ld a
£1b
n, 1
0-ye
ar V
entu
re C
apita
l Fu
nd.
Ann
ounc
ed 2
9 Ju
ne 2
009
BIS
/DH
/D
EC
C£1
50m
The
Gov
ernm
ent
alre
ady
ince
ntiv
ises
inno
vativ
e ac
tivity
thr
ough
the
tax
sys
tem
. Bud
get
2009
an
noun
ced
that
the
Gov
ernm
ent
wou
ld c
onsi
der
evid
ence
for
fur
ther
cha
nges
to
the
way
the
tax
sy
stem
enc
oura
ges
inno
vativ
e ac
tivity
, to
ensu
re t
he o
ngoi
ng c
ompe
titiv
enes
s of
the
UK
.
The
Gov
ernm
ent
is c
omm
itted
to
ensu
ring
the
UK
rem
ains
an
attr
activ
e lo
catio
n fo
r in
vest
men
t in
inno
vativ
e ac
tivity
. The
wor
k is
exa
min
ing
the
role
of
busi
ness
tax
in e
ncou
ragi
ng in
vest
men
t in
in
nova
tion,
and
the
impa
ct o
n jo
bs a
nd p
rodu
ctiv
ity g
row
th in
the
UK
. It
is a
lso
cons
ider
ing
how
the
U
K t
ax s
yste
m c
ompa
res
to o
ther
reg
imes
inte
rnat
iona
lly, a
nd t
he r
ole
that
tax
es p
lay
in d
ecis
ions
on
whe
re t
o lo
cate
inno
vativ
e in
vest
men
t, in
clud
ing
the
loca
tion
of d
edic
ated
R&
D a
nd m
anuf
actu
ring
cent
res,
and
pat
ent
deve
lopm
ent.
Thi
s as
sess
men
t w
ill a
llow
the
Gov
ernm
ent
to e
nsur
e th
at t
he t
ax
syst
em p
rovi
des
the
appr
opria
te c
ondi
tions
for
inve
stm
ent
in in
nova
tion
and
to d
rive
prod
uctiv
ity,
grow
th a
nd jo
bs.
Inve
stm
ent
in in
nova
tion
occu
rs a
cros
s a
dive
rse
rang
e of
act
iviti
es a
nd s
ecto
rs. S
ince
the
Bud
get
anno
unce
men
t, H
M T
reas
ury,
alo
ng w
ith t
he D
epar
tmen
t fo
r B
usin
ess,
Inno
vatio
n an
d S
kills
, has
m
et w
ith b
usin
esse
s ac
ross
a w
ide
rang
e of
sec
tors
, inc
ludi
ng t
he li
fe s
cien
ces,
to
gath
er e
vide
nce
on in
nova
tion
and
the
role
of
taxa
tion.
Bus
ines
ses
have
hig
hlig
hted
tha
t, a
cros
s m
any
inno
vativ
e ac
tiviti
es, t
he s
tren
gth
of t
he s
cien
ce
and
skill
s ba
se is
the
prim
ary
driv
er o
f in
vest
men
t de
cisi
ons.
The
UK
is s
tron
g in
the
se a
nd o
ther
ke
y fa
ctor
s, s
uch
as t
he r
egul
ator
y an
d le
gal e
nviro
nmen
t. T
axat
ion
can
also
pla
y an
impo
rtan
t ro
le in
inve
stm
ent
deci
sion
s an
d a
com
petit
ive
rate
of
corp
orat
ion
tax,
as
wel
l as
a re
gim
e th
at
prov
ides
cer
tain
ty a
nd m
inim
izes
com
plex
ity f
or a
ll bu
sine
sses
is s
een
as in
crea
sing
ly im
port
ant
by
busi
ness
es.
Pre
-Bud
get
Rep
ort
HM
TN
/A
37
Life Sciences Action Plan
37
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
The
wor
k is
con
side
ring
whe
ther
the
re is
sco
pe t
o im
prov
e or
enh
ance
the
way
the
tax
sys
tem
en
cour
ages
inno
vatio
n. M
any
busi
ness
es h
ave
poin
ted
to t
he a
ttra
ctiv
enes
s of
cou
ntrie
s of
ferin
g lo
w c
orpo
ratio
n ta
x ra
tes,
par
ticul
arly
whe
re t
hey
are
able
to
mat
ch t
he U
K in
pro
vidi
ng a
ski
lled
wor
kfor
ce a
nd b
usin
ess-
frie
ndly
env
ironm
ent.
The
refo
re t
he b
enefi
ts o
f in
trod
ucin
g or
enh
anci
ng
spec
ific
tax
relie
fs a
nd in
cent
ives
will
be
set
agai
nst
the
bene
fits
of f
urth
er r
educ
tions
in t
he r
ate
of
corp
orat
ion
tax,
whi
ch t
he G
over
nmen
t co
ntin
ues
to k
eep
unde
r re
view
.
Thes
e di
scus
sion
s ar
e fo
cusi
ng o
n th
e en
tire
inno
vatio
n ch
ain:
the
cre
atio
n of
val
ue, i
nclu
ding
re
sear
ch a
nd d
evel
opm
ent;
sec
urin
g th
at v
alue
, suc
h as
thr
ough
pat
ents
and
oth
er in
telle
ctua
l pr
oper
ty; a
nd u
nloc
king
val
ue, i
nclu
ding
thr
ough
pro
duct
ion
or li
cens
ing.
Thi
s ch
ain
of a
ctiv
ity is
gl
obal
and
can
invo
lve
a ra
nge
of a
ctor
s ar
ound
the
wor
ld. T
he w
ork
is a
sses
sing
the
str
engt
h of
lin
ks b
etw
een
thes
e ac
tiviti
es a
nd t
he b
alan
ce b
etw
een
tax
and
non-
tax
fact
ors
in d
rivin
g in
vest
men
t de
cisi
ons.
Ther
e is
str
ong
supp
ort
amon
g al
l bus
ines
ses
for
the
curr
ent
R&
D t
ax c
redi
ts, p
artic
ular
ly a
mon
g S
ME
s w
here
the
cre
dit
is s
een
as c
ritic
al in
sup
port
ing
cash
flow
. The
re is
evi
denc
e to
sup
port
the
ef
fect
iven
ess
of s
uch
ince
ntiv
es in
incr
easi
ng t
he le
vel o
f R
&D
and
the
wor
k is
see
king
to
ensu
re
the
impa
ct o
f th
e cr
edits
is m
axim
ised
.
Som
e bu
sine
sses
hav
e hi
ghlig
hted
tax
reg
imes
intr
oduc
ed in
som
e E
U M
embe
r S
tate
s in
rec
ent
year
s th
at p
rovi
de a
pre
fere
ntia
l rat
e of
tax
on
inco
me
earn
ed f
rom
inte
llect
ual p
rope
rty,
for
exa
mpl
e “p
aten
t bo
xes”
. HM
Tre
asur
y is
exp
lorin
g th
e ex
tent
to
whi
ch s
uch
sche
mes
cou
ld e
ncou
rage
in
telle
ctua
l pro
pert
y to
be
loca
ted
in t
he U
K a
nd t
he im
pact
thi
s co
uld
have
by
way
of
addi
tiona
l and
pr
oduc
tive
inve
stm
ent
in t
he U
K.
In e
valu
atin
g pr
opos
als
for
chan
ge, e
vide
nce
on t
he lo
ng-t
erm
impa
ct o
n pr
oduc
tivity
and
em
ploy
men
t w
ill b
e cr
ucia
l. Th
e po
tent
ial i
mpa
ct o
n ta
x re
ceip
ts in
the
sho
rt- a
nd lo
ng-t
erm
will
als
o be
a k
ey f
acto
r in
the
ass
essm
ent.
Thi
s w
ill d
raw
on
anal
ysis
of
the
full
cost
s of
intr
oduc
ing
any
chan
ges,
tak
ing
into
acc
ount
any
cur
rent
pre
ssur
es o
n th
e ta
x ba
se. A
ny p
oten
tial c
hang
es w
ill a
lso
be c
onsi
dere
d al
ongs
ide
the
Gov
ernm
ent’s
wid
er a
ppro
ach
to b
usin
ess
taxa
tion,
incl
udin
g pr
ovid
ing
cert
aint
y an
d st
abili
ty a
nd m
inim
izin
g co
mpl
exity
, as
wel
l as
mee
ting
inte
rnat
iona
l com
mitm
ents
.
38
Life Sciences Blueprint
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
The
evid
ence
will
be
asse
ssed
ove
r th
e su
mm
er, d
raw
ing
on t
he e
xper
tise
of t
he B
usin
ess-
Gov
ernm
ent
Foru
m o
n Ta
x an
d G
loba
lisat
ion,
as
wel
l as
thro
ugh
furt
her
disc
ussi
ons
with
bus
ines
ses
and
the
wid
er in
nova
tion
com
mun
ity. H
M T
reas
ury
will
set
out
its
asse
ssm
ent
and
prop
osed
ap
proa
ch b
efor
e th
e 20
09 P
re-B
udge
t R
epor
t. If
pro
posa
ls c
an b
e de
velo
ped
that
mee
t th
e co
nsid
erat
ions
set
out
abo
ve, G
over
nmen
t w
ould
con
sult
wid
ely
with
bus
ines
ses
befo
re m
akin
g an
y ch
ange
s.
As
with
all
area
s of
tax
, the
Tre
asur
y ke
eps
this
[Con
sort
ium
Rel
ief]
und
er r
evie
w, a
nd w
ill c
onsi
der
the
case
for
any
cha
nges
.O
ngoi
ngH
MT
N/A
A p
acka
ge o
f m
easu
res
to d
rive
inno
vativ
e pr
ocur
emen
t:
(a)
The
Nat
iona
l Inn
ovat
ion
Cen
tre
(NIC
) hel
d fiv
e N
HS
/indu
stry
“W
ould
n’t
It B
e G
reat
If…
. (W
IBG
I)”
wor
ksho
ps a
t th
e N
HS
Inno
vatio
n E
xpo
in J
une
2009
. The
wor
ksho
ps f
ocus
ed o
n ca
rdia
c ca
re,
urol
ogy,
pae
diat
rics,
am
bula
nce
serv
ices
, and
reg
ener
ativ
e m
edic
ine,
whi
ch g
ener
ated
a s
hort
-lis
t of
opp
ortu
nitie
s fo
r th
e N
HS
. The
NIC
, wor
king
join
tly w
ith t
he S
trat
egic
Hea
lth A
utho
ritie
s (S
HA
s), t
he T
echn
olog
y S
trat
egy
Boa
rd, a
nd K
now
ledg
e Tr
ansf
er N
etw
orks
, will
laun
ch a
ser
ies
of S
mal
l Bus
ines
s R
esea
rch
Initi
ativ
e (S
BR
I) co
mpe
titio
ns t
o en
gage
indu
stry
and
the
NH
S. O
ver
the
next
12
mon
ths,
the
NIC
will
sup
port
a r
ollin
g se
ries
of c
oord
inat
ed S
BR
I ini
tiativ
es t
hat
star
t w
ith N
HS
clin
icia
ns d
efini
ng t
heir
clin
ical
nee
ds, a
nd e
nd w
ith in
dust
ry e
ngag
ing
with
the
NH
S t
o de
velo
p co
mpe
lling
sol
utio
ns; a
nd
(b)
The
new
SH
A D
eliv
ery
Gro
up w
ill le
ad w
ork
to d
evel
op a
n N
HS
SB
RI p
rosp
ectu
s th
at w
ill s
et o
ut
futu
re n
eeds
in k
ey h
ealth
care
are
as. T
he G
roup
will
als
o ho
ld a
n an
nual
con
fere
nce
to b
ette
r un
ders
tand
the
pot
entia
l of
indu
stry
to
prov
ide
solu
tions
.
(a) B
egin
ning
in
Sep
tem
ber
2009
(b
) Fur
ther
de
tails
and
tim
etab
les
will
be
set
out
by
Nov
embe
r 20
09
DH
/NH
S
N/A
39
Life Sciences Action Plan
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
To s
uppo
rt t
his
grow
ing
and
stra
tegi
cally
impo
rtan
t in
dust
ry, t
he T
echn
olog
y S
trat
egy
Boa
rd w
ill
laun
ch a
n £1
8 m
illio
n “R
egen
Med
” pr
ogra
mm
e of
inve
stm
ent
to s
uppo
rt k
ey a
reas
of
com
mer
cial
R
&D
and
the
dev
elop
men
t of
R&
D p
artn
ersh
ips.
The
pro
gram
me
will
be
deve
lope
d in
par
tner
ship
w
ith t
he M
edic
al R
esea
rch
Cou
ncil,
the
Eng
inee
ring
and
Phy
sica
l Sci
ence
s R
esea
rch
Cou
ncil,
and
th
e B
iote
chno
logy
and
Bio
logi
cal S
cien
ces
Res
earc
h C
ounc
il w
ho w
ill p
rovi
de a
dditi
onal
fun
ding
of
at
leas
t £3
.5 m
illio
n. P
rogr
amm
e de
velo
pmen
t w
ill b
e gu
ided
by
a hi
gh-le
vel i
ndus
tria
lly-f
ocus
sed
grou
p co
mpr
isin
g in
dust
ry a
nd a
cade
mic
exp
erts
.
The
prog
ram
me
will
hav
e th
ree
stra
nds:
(i)
Reg
ener
ativ
e m
edic
ine
prod
uct
deve
lopm
ent
and
valid
atio
n;
(ii)
Gra
nd c
halle
nges
in u
nder
pinn
ing
tool
s an
d te
chno
logi
es; a
nd
(iii)
Und
erst
andi
ng v
alue
sys
tem
s an
d bu
sine
ss m
odel
s ne
cess
ary
for
the
deliv
ery
of r
egen
erat
ive
med
icin
es.
The
Tech
nolo
gy S
trat
egy
Boa
rd h
as a
lso
com
mitt
ed t
o in
crea
se it
s ex
pert
ise
in t
he li
fe s
cien
ces.
To b
e la
unch
ed
in S
epte
mbe
r 20
09
TSB
and
M
RC
, E
PS
RC
, B
BS
RC
TSB
: £18
m
MR
C, E
PS
RC
an
d B
BS
RC
: £3
.5m
MA
RK
ET
ING
UK
LIF
E S
CIE
NC
ES
A p
acka
ge o
f m
easu
res
will
ens
ure
inte
rnat
iona
l aw
aren
ess:
(a)
UK
Tra
de a
nd In
vest
men
t (U
KTI
) will
coo
rdin
ate
a se
ries
of h
igh-
leve
l eve
nts
over
seas
, beg
inni
ng
with
a U
S t
our
by a
sen
ior
UK
del
egat
ion
to e
ngag
e w
ith k
ey U
S b
ased
life
sci
ence
s co
mpa
nies
an
d in
crea
se t
heir
inve
stm
ent
in t
he U
K.
(b)
UK
TI w
ill in
vest
£1
mill
ion
from
the
Str
ateg
ic In
vest
men
t Fu
nd t
o fu
rthe
r pr
omot
e th
e U
K a
nd
NH
S b
rand
at
flags
hip
life
scie
nces
eve
nts
in t
he U
K a
nd o
vers
eas.
For
exa
mpl
e, a
t A
dvaM
ed in
W
ashi
ngto
n in
Oct
ober
200
9, a
nd a
t M
edic
a in
Düs
seld
orf
in N
ovem
ber
2009
. In
addi
tion,
UK
TI
will
hol
d a
new
hig
h-le
vel t
echn
olog
y pa
rtne
ring
even
t la
ter
in 2
010
that
will
brin
g lif
e sc
ienc
es
deci
sion
-mak
ers
to t
he U
K.
(a) S
umm
er
2009
(b) B
y M
arch
20
11
UK
TI
(a) N
/A
(b) £
1m S
IF
inve
stm
ent
40
Life Sciences Blueprint
Po
licy
Mea
sure
By
wh
en?
Wh
o?
Bu
dg
et
The
OLS
and
UK
TI w
ill h
old
a se
ries
of r
oads
how
s th
roug
hout
the
Eng
lish
regi
ons
and
Dev
olve
d A
dmin
istr
atio
ns. T
hese
roa
dsho
ws
will
brin
g to
geth
er b
usin
esse
s w
ith o
ther
key
reg
iona
l st
akeh
olde
rs t
o:
(i)
Dis
cuss
the
Blu
eprin
t co
mm
itmen
ts a
nd n
ext
step
s to
impl
emen
t th
em; a
nd
(ii)
Hel
p en
sure
the
UK
life
sci
ence
s in
dust
ry s
peak
s w
ith o
ne c
onsi
sten
t vo
ice
in it
s gl
obal
m
arke
ting
activ
ities
Sep
tem
ber
2009
onw
ards
UK
TITB
C
Spe
cial
ists
will
mee
t w
ith c
orpo
rate
ven
ture
fun
ds t
o bu
ild u
pon
the
stro
ng f
ound
atio
ns p
rovi
ded
by
the
UK
Inno
vatio
n In
vest
men
t Fu
nd a
nd a
ttra
ct a
dditi
onal
inve
stm
ent
in t
he U
K.
From
Sum
mer
20
09
UK
TIN
/A
The
UK
will
for
m s
trat
egic
alli
ance
s w
ith k
ey U
S li
fe s
cien
ces
clus
ters
in li
ne w
ith p
ropo
sals
for
a U
K
Life
Sci
ence
s S
uper
Clu
ster
(see
cha
pter
3).
This
will
be
pilo
ted
by c
olla
bora
tion
betw
een
Bos
ton
and
the
gold
en t
riang
le (L
ondo
n, C
ambr
idge
and
Oxf
ord)
, beg
inni
ng w
ith t
he s
igni
ng o
f a
Mem
oran
dum
of
Und
erst
andi
ng.
MoU
to
be
sign
ed in
O
ctob
er 2
009
UK
TIN
/A
42
Pillar 1 – The NHS as an innovation champion
Dr David J. Brickwood (Chair) Vice President of Government Affairs, Europe Johnson and Johnson
Dr Nick Deaney Director of Clinical Research MSD
Dr David Gillen Head of Medical Primary Care Business Unit Pfizer
Simon Jose General Manager and Senior Vice President GSK
Dr Paul Catchpole Head of UK Operations Roche
Dr Bryn Jackson Associate Medical Director UCB
Steve Bates UK Government Relations Director Genzyme
Mick Boroff Director of Strategic Health Outcomes DePuy
Simon Cartmell Chief Executive Apatech
Mark Samuels Director of Business Development Roche Diagnostics
Dr Richard Ascroft Manager, Federal Affairs Lilly
Annex
Membership of the Office for Life Sciences working groups
43
Mike Wallace Director of Health Economics and Reimbursement Johnson and Johnson
Tony Davis Chief Executive Officer Medilinks UK
Dr Mark McIntyre Director Boston Scientific
David Fisher Commercial Director Association of the British Pharmaceutical Industry
Dr Virginia Acha Government Affairs Manager Pfizer
Pillar 2 – Building a more integrated life sciences industry
Subhanu Saxena (Chair) Chief Executive Officer Novartis
Dr Jeremy Haigh European Head of Research and Development Amgen
Dr Jackie Hunter Senior Vice-President GlaxoSmithKline
Dr Melanie Lee CBE Executive Vice President UCB
Tony Davis Chief Executive Officer Medilinks UK
Oliver Wells Chair, Research and Innovation Policy Group Association of British Healthcare Industries
Dr Clive Dix Chairman Modern Bioscience
Dr Sharon O’Kane Chief Scientific Officer Renovo
44
Life Sciences Blueprint
Denise Pollard-Knight Managing Director Nomura
Dr Richard Torbett Government Affairs Manager Pfizer
Dr Aileen Allsop Vice President Science Policy R&D AstraZeneca
Bettina Fitt General Manager UK & Ireland GE Healthcare
Professor Stephen Smith Principle of the Faculty of Medicine Imperial College and Chief Executive of Imperial College Healthcare NHS Trust
Tony Bradshaw Director BioProcessUK
Dr Malcolm Skingle Director, External Science and Technology, Worldwide Business Development GlaxoSmithKline
Professor Sir Keith Peters Chair of the Global Medical Excellence Cluster
Jim Hagan Chief Executive of the Global Medical Excellence Cluster
Sarah Jones Head of Education Association of the British Pharmaceutical Industry
Louise Leong R&D Policy Association of the British Pharmaceutical Industry
Pillar 3 – Access to finance and stimulating investment
John Aston OBE (Chair) Chief Financial Officer Astex Therapeutics
Dhiren Shah Vice President Global Tax GlaxoSmithKline
45
Membership of the Office for Life Sciences working groups
Kirsty Gaston Senior Tax Manager AstraZeneca
Dr Clive Dix Chairman Modern Biosciences
Dr Richard Torbett Government Affairs Manager Pfizer
Colin Hailey Director in the Business Tax Group Deloitte
Michael Hunt Chief Executive Officer ReNeuron
Simon Cartmell Chief Executive Officer Apatech
Sue Middleton Director Corporate Government Affairs GlaxoSmithKline
Pillar 4 – Marketing UK life sciences
Chris Brinsmead (Chair) UK President AstraZeneca
Roy Johnson Executive Chairman Micrima
Andrew Hotchkiss UK Managing Director Eli Lilly
Dr Jeremy Haigh European Head of Research and Development Amgen
Prof. Mark Ferguson CBE Co-Founder and CEO Renovo
Dr Andy Richards Biotechnology Entrepreneur Cambridge Business Angels
46
Life Sciences Blueprint
Chris Francis Director of the UK India Business Council
Kevin Cox Managing Director GSTS Pathology
Philip Schick Group Managing Director Smiths Medical International
Anthony Bragg Managing Director Chugai Pharma
Dudley Ferguson Managing Director Astellas UK
Peter Keen Corporate Development and Finance Director Serentis Pharma
Trade Associations (involved across all groups)
Dr Richard Barker Director General Association of the British Pharmaceutical Industry
Rachel Cashman Government Affairs Manager Association of the British Pharmaceutical Industry
Aisling Burnand MBE Chief Executive Officer BioIndustry Association
Joseph Wildy Joint Head of Public Affairs BioIndustry Association
Doris-Ann Williams Director General British In Vitro Diagnostics Association
Peter Ellingworth Chief Executive Association of British Healthcare Industries
Andy Taylor Director, Healthcare Policy Association of British Healthcare Industries