Periodic Reporting for period 1 - Carematrix PCP (Pre-commercial procurement for integrated CARE solutions addressing the Multimorbidity mATRIX in ageing populations)
Période du rapport: 2021-03-01 au 2022-02-28
As life-expectancy increases and populations age, multimorbidity - the cooccurrence of two or more chronic conditions, is becoming a huge challenge for healthcare providers across the EU. A majority of people aged over 65 years may be affected by multimorbidity, but affect younger people too. People from deprived areas are at higher risk of complex conditions, with less access to care, which results in poorer health outcomes. Current process-based and siloed care systems are designed to focus efficiently on each health issue individually. For people with multimorbidity this results in a lack of coordination and missed opportunities in their care journeys with different health, social and non-care service providers. The result is that people with multimorbidity find themselves going to an unnecessary number of doctor visits with regularly overlapping agendas and activities. This is costly and reduces the quality of the care provided, as well as quality of life for the individual. Integrated Care ecosystems need to be proactive in supporting people with multimorbidity to address both their health and social care needs, while at the same time minimizing service use and expenditure by at least 20%. Therefore, we need to enable care providers and practitioners to consistently adopt a holistic view of their patients, also including social and family conditions.
The CareMatrix buyers group are looking for technology solutions and tools that anticipate and adapt to the changing needs of people with multimorbidity by ensuring timely service access, co-managed care journeys and transitions between specialties and sectors. The project unites healthcare providers from Sweden, Norway, and Spain in seeking to procure R&D services in a PCP Process
The CareMatrix buyers group are looking for technology solutions and tools that anticipate and adapt to the changing needs of people with multimorbidity by ensuring timely service access, co-managed care journeys and transitions between specialties and sectors. The project unites healthcare providers from Sweden, Norway, and Spain in seeking to procure R&D services in a PCP Process
The project went through the implementation of several phases as part of project initialization, strategic framework document development and phase 0 implementation. The latter can be described consisting of 3 sub-phases, namely (i) Challenge identification, (ii) Open Market Consultation, and (iii) Analyses of OMC results and tender documentation preparations.
The project kick-off was arranged in a virtual format on 1/3/21, where the Carematrix partners were joined by the Project Officer for presenting EC expectations on the awarded PCP projects. Due to the pandemic no more than 1 project meeting were able to be arranged in-person (November, Bilbao), with virtual meetings with all project partners being arranged every three weeks.
During the period covered by this report a set of framework documents have been developed and published for supporting the consortium in a range of activities, such as Project handbook, OMC strategy and detailed plan, Dissemination and Communications Strategy, Data Management Plan, Stakeholder mapping report, PCP Implementation Plan, and Evaluation Panel Strategy. The latter two were developed for clearly describing the PCP process in general, and the evaluation process and its organization in particular. Regional evaluation boards will be installed, supplemented by a pan-European expert board providing a portfolio of expertise on selected topics, for evaluating solutions. Moreover, the Dissemination and Communications strategy, and Stakeholder Mapping report, were actively used for outreach efforts and dissemination of project activities throughout Phase 0.
In parallel with developing these strategic documents for defining the framework of the project, Phase 0 was focused on the implementation of the three sub-phases (mentioned above). For a refined challenge identification, a set of workshops in all countries of the buyers group, was arranged, involving healthcare staff, strategic staff, IT staff, and other stakeholders. From these activities it was concluded that the ‘Carematrix challenge’ ideally can be described as building blocks along the continuum of a patient care journey;
1. Early and comprehensive assessment with a preventive approach 2. Interdisciplinary collaboration/Interdisciplinary team 3. Individualized and patient centered care 4. Continuity of care: communication, coordination and proactive follow-up 5. Patient and carer participation and empowerment
From these conclusions the OMC was organized, for attracting suppliers and gathering key insights towards the definition of the “Innovation Gap”, as well as for confirming the validity of the PCP and Carematrix concept. Matchmaking was facilitated through webinars, and a website tool for enabling partner search and suppliers with the ambition of submitting joint tenders. During the OMC period covered by the report 4 project webinars were arranged addressing suppliers, one by each partner in the buyers group (November -21), and a general, international one (December -21). In the spirit of transparency, these were all recorded and published on the Carematrix website.
In addition to these events partners actively promoted the project in external webinars, international/national conferences, the project website and social media.
In parallel with these communication efforts Carematrix has sought dialogue with similar PCP projects (within Health) as a forum for increased knowledge-sharing and other synergies between similar projects. Several meetings have been arranged with transparent discussions, with alignment in regard to exploitation potential between projects and beyond.
Next steps: During early -22 the project identified that the final chapter of the OMC period, gathering responses and key insights om suppliers from the RFI published in December -21, had received a less than expected number of respondents. As this insight is crucial for defining the ‘Innovation Gap’ it was decided to publish a second RFI, published in TED and disseminated even more widely (in established platforms for European procurement). This deviates from the project plan, however an increased level of quality is expected from the activity as well as more widely promoted opportunities for suppliers ahead of the open call.
In parallel, the consortium is in the process of developing the set of documents to be published in the first call for tenders. Staff from the procuring partners procurement dept. are involved for alignment with national regulations and regional practices
The project kick-off was arranged in a virtual format on 1/3/21, where the Carematrix partners were joined by the Project Officer for presenting EC expectations on the awarded PCP projects. Due to the pandemic no more than 1 project meeting were able to be arranged in-person (November, Bilbao), with virtual meetings with all project partners being arranged every three weeks.
During the period covered by this report a set of framework documents have been developed and published for supporting the consortium in a range of activities, such as Project handbook, OMC strategy and detailed plan, Dissemination and Communications Strategy, Data Management Plan, Stakeholder mapping report, PCP Implementation Plan, and Evaluation Panel Strategy. The latter two were developed for clearly describing the PCP process in general, and the evaluation process and its organization in particular. Regional evaluation boards will be installed, supplemented by a pan-European expert board providing a portfolio of expertise on selected topics, for evaluating solutions. Moreover, the Dissemination and Communications strategy, and Stakeholder Mapping report, were actively used for outreach efforts and dissemination of project activities throughout Phase 0.
In parallel with developing these strategic documents for defining the framework of the project, Phase 0 was focused on the implementation of the three sub-phases (mentioned above). For a refined challenge identification, a set of workshops in all countries of the buyers group, was arranged, involving healthcare staff, strategic staff, IT staff, and other stakeholders. From these activities it was concluded that the ‘Carematrix challenge’ ideally can be described as building blocks along the continuum of a patient care journey;
1. Early and comprehensive assessment with a preventive approach 2. Interdisciplinary collaboration/Interdisciplinary team 3. Individualized and patient centered care 4. Continuity of care: communication, coordination and proactive follow-up 5. Patient and carer participation and empowerment
From these conclusions the OMC was organized, for attracting suppliers and gathering key insights towards the definition of the “Innovation Gap”, as well as for confirming the validity of the PCP and Carematrix concept. Matchmaking was facilitated through webinars, and a website tool for enabling partner search and suppliers with the ambition of submitting joint tenders. During the OMC period covered by the report 4 project webinars were arranged addressing suppliers, one by each partner in the buyers group (November -21), and a general, international one (December -21). In the spirit of transparency, these were all recorded and published on the Carematrix website.
In addition to these events partners actively promoted the project in external webinars, international/national conferences, the project website and social media.
In parallel with these communication efforts Carematrix has sought dialogue with similar PCP projects (within Health) as a forum for increased knowledge-sharing and other synergies between similar projects. Several meetings have been arranged with transparent discussions, with alignment in regard to exploitation potential between projects and beyond.
Next steps: During early -22 the project identified that the final chapter of the OMC period, gathering responses and key insights om suppliers from the RFI published in December -21, had received a less than expected number of respondents. As this insight is crucial for defining the ‘Innovation Gap’ it was decided to publish a second RFI, published in TED and disseminated even more widely (in established platforms for European procurement). This deviates from the project plan, however an increased level of quality is expected from the activity as well as more widely promoted opportunities for suppliers ahead of the open call.
In parallel, the consortium is in the process of developing the set of documents to be published in the first call for tenders. Staff from the procuring partners procurement dept. are involved for alignment with national regulations and regional practices
Although the impact of the Carematrix PCP will be better analyzed at the end of the project, some notable progress have been made during this first period:
The project has connected with the wider SME community in digital health, through a range of outreach efforts via clusters, eHealth communities, conferences and presentations.
Policy stakeholders have been introduced to the project and the PCP instrument through project presentations (at national and international healthcare conferences), and capacity-building webinars.
The project has actively engaged with NCPs and relevant authorities (such as innovation agencies, and procurement authorities) to build momentum and support for our efforts, and overall PCP purposes.
Project representatives have created a forum for parallel PCP projects to regularly meet and share insights, challenges and solutions for the benefit of all.
OMC activities have provided a training process for buyers to learn and encourage collaboration with suppliers and request innovative solutions, rather than existing ones. The activities have confirmed that there is indeed an unmeet need for people with multimorbidity’s (and the coordination of their care).
The project has connected with the wider SME community in digital health, through a range of outreach efforts via clusters, eHealth communities, conferences and presentations.
Policy stakeholders have been introduced to the project and the PCP instrument through project presentations (at national and international healthcare conferences), and capacity-building webinars.
The project has actively engaged with NCPs and relevant authorities (such as innovation agencies, and procurement authorities) to build momentum and support for our efforts, and overall PCP purposes.
Project representatives have created a forum for parallel PCP projects to regularly meet and share insights, challenges and solutions for the benefit of all.
OMC activities have provided a training process for buyers to learn and encourage collaboration with suppliers and request innovative solutions, rather than existing ones. The activities have confirmed that there is indeed an unmeet need for people with multimorbidity’s (and the coordination of their care).