deliverable 1.1. quality assurance plan...eu project officer name adina ratoi deliverable no 1.1....

Deliverable 1.1. Quality Assurance Plan

CfH2015 of 30

Document Information

Grant Agreement Nº 30-CE-0714596/00-50 Acronym CfH

Full Title Connected for Health

Project URL http://epliitto.fi/connected_for_health_en

EU Project Officer Name Adina Ratoi

Deliverable No 1.1. Title Quality Assurance Plan

Work package No 1 Title Management and administration

Date of delivery Contractual 31.7.2015 Actual 28.8.2015

Status Version X.Y Final

Nature Prototype Report X Dissemination Other

Dissemination level Consortium+EU x

Public

Target Group (If Public) Society (in general)

Specialised research communities Health care enterprises

Health care professionals Citizens and Public Authorities

Responsible Author

Name Elina Koivisto Partner RCSO

Email [email protected]

Version Log

Issue Date Version Author (Name) Partner

11.8.2015 1.1. Elina Koivisto RCSO

21.8.2015 1.2. Minna Luhtanen EPTEK

22.8.2015 1.3. Marco Forzati Acreo

26.8.2015 1.3. Minna Zechner (final review) SeAMK

CfH2015 of 30

Executive Summary

This document addresses the Quality Assurance Plan, including also the Risk Management Plan. The aim of this deliverable report is to describe the mechanisms used during the project duration, in order to ensure high quality and ethically sound level of project deliverables and the project activities.

Keywords quality assurance, quality control, risk management

Contents

1 Introduction ......................................................................................................................................... 4

2 Quality Approach ................................................................................................................................. 4

2.1 General project management and roles ........................................................................................ 4

2.2 Quality assurance responsibilities ................................................................................................. 5

3 Quality Control ..................................................................................................................................... 5

3.1 Deliverable Descriptions ................................................................................................................ 6

3.2 Deliverable Production Process ................................................................................................... 9

3.3 Deliverable Quality Indicators ...................................................................................................... 10

3.4 Work Package Progress Indicators ............................................................................................. 10

3.5 Quality Recording and Evaluation ............................................................................................... 18

3.6 Financial Reporting...................................................................................................................... 18

3.6.1 Eligible costs ............................................................................................................................ 18

3.6.2 Financial reports ...................................................................................................................... 18

3.6.3 Timesheets .............................................................................................................................. 19

3.6.4 Interim report ........................................................................................................................... 20

3.6.5 Final report .............................................................................................................................. 20

3.6.6 Templates ................................................................................................................................ 20

3.6.7 Audits ....................................................................................................................................... 20

3.7 Project Meetings .......................................................................................................................... 20

3.7.1 Voting....................................................................................................................................... 21

4 Project Communication ..................................................................................................................... 21

4.1 Publication Tools ......................................................................................................................... 22

5 Risk Management ............................................................................................................................... 24

5.1 Risk Management Strategy ......................................................................................................... 24

5.2 Identified Risks ............................................................................................................................ 25

CfH2015 of 30

1 Introduction

This document addresses the Quality Assurance Plan, including also the Risk Management Plan. The aim of this deliverable is to describe the mechanisms used during the project duration, in order to ensure high quality and ethically sound of project deliverables and the project activities. Quality in this project is a result of, amongst others, detailed planning of the activities, continuous communication between partners when making decisions, promptly followed timetables, accurate following of plans made and punctual delivery of deliverables. This document also serves as a guide to all of the project partners, in order to ensure that quality reviews occur at certain points through the project lifecycle. Mutual understanding the responsibilities of project deliverables and activities acts as a base of this document too. This document will also serve as a detailed guide to the Connected for Health project partners in order to establish effective cooperation within the consortium and ensure the highest level of project documentation. The last chapter of the document includes the Risk Management Plan, which lists potential risks that may occur during the project lifecycle. Early identification of these potential risks to the project will help project management team to help to elaborate appropriate solutions and adjustments in time. Therefore management procedures follow each risk listed in the table, which will be applied to either avoid the risk or minimize its negative impact. Quality Assurance Plan complements existing agreements, such as the Connected for Health description of action (DoA), Consortium Agreement (CA), and Grant Agreement (GA). This document should be used as a reference by the all project partners.

2 Quality Approach

Quality assurance provides control to the project direction, ensures that the management is of a high quality with respect to the nature of the project and that the project complies with the Description of Action (DoA) and with relevant management standards and policies. The purpose of quality planning is to provide a secure basis for:

Executive Steering Group (ESG) agreements on the overall quality expectations, the means by which quality will be achieved and assessed, and ultimately, the acceptance criteria by which the project output will be judged

Communicating these agreements unambiguously so all project Partners have a common understanding of what the project is setting out to achieve

Control, i.e. establishing an effective baseline for the projects quality controls and a secure means of achieving deliverables that are fit for purpose

This plan forms a guide for the project coordinator to follow in order to ensure that the quality reviews occur at appropriate points in the project, and a reference for all project partners in order to understand their responsibilities, thus delivering high quality deliverables and outcomes to help Connected for Health achieve its goals.

2.1 General project management and roles

The project is carried out by a consortium of project partners. Work is organized in Work Packages (WP), each responsible to carry out specific tasks. Each WP is led by a WP leader. Each WP leader is responsible for the proper and timely execution of the tasks assigned to the WP. WP leaders in turn report to the Lead Partner (RCSO), who is ultimately responsible for the overall project execution. The actual coordination of the project work is the responsibility of the Executive Steering Group (ESG). The ESG is composed of representatives of each project partner country (Denmark, Czech Republic, 2

CfH2015 of 30

from Finland, 2 from Sweden). The ESG is responsible for making decisions and solving differences that may arise among during the work done in the work packages, such as different points of view in the implementation or other topics. The ESG will meet four times during the project in order to make a follow up of activities, approve changes and supervise the overall execution of the project. The chairman of the ESG (currently Marco Forzati from Acreo) will be responsible for all final decisions, in case of disagreement and uneven situation of votes.

2.2 Quality assurance responsibilities

Each partner is responsible for quality of the work in the pilots and in reporting activities. The WP Leaders will be responsible for the appropriate execution of the activities, quality control and the timely delivery of reports. Any change in planning that may imply delays to other packages will have to be approved by the lead partner.

The Lead Partner (LP) is in charge of quality procedures, administrative procedures, the control of expenses and the appropriate documentation to be submitted to the European Commission. The Ethics manager is responsible to develop an ethics issue management plan and to reinforce that all partners are following the relevant regulations.

3 Quality Control

The Connected for Health -project work plan is broken down into four work packages (WPs). Each of the work packages contains a collection of deliverables and milestones, following common project objectives. The WPs have their own timelines, partner collaborations and contributions to the project. The work packages are organized thematically, following a certain structure which will be introduced later. The design of the WP1 and WP2 follows a typical EU project structure in which WP1 is for project administration and management and WP2 for project dissemination and communication. Project management and communication are cross-cutting tasks throughout the whole project. Activities of the WP1 and WP2 are necessary to all parts of the project partners and WPs to achieve the project objectives. Each of the partners has indicated resources to WP1 and WP2. The Regional Council of South Ostrobothnia will coordinate work packages 1 and 2. There are four pilots in the project. For timing reasons and resemblance, it was a mutual will of the project partners to collect the pilots under one work package, which in this project is WP3. The vision of the WP3 is to test eHealth systems and services, for providing more accessible and effective health care over FTTH and other networks. The idea of the four pilots is to find the most suitable, user friendly and cost-effective combinations of systems and products for the needs of the health care patients and clients. For the successful accomplishment of the project vision, all of the four pilots test different methods, systems and products. The pilots share the similarobjectives but each has a unique perspective, which helps to achieve wider review of such eHealth applications. The solutions tested and reviewed will be collected in a report indicating the most suitable models for eHealth services. Piloting is core activity of the project. All of the partners will secure within its own roles and tasks successful collaboration and implementation. The project functions in liaison with the social and health care services. The objective of the project is to identify, test and evaluate new and existing systems and services, and bring those in concrete work for health care. The idea is to find most suitable, user friendly and cost-efficient combinations of systems for individual needs of patients and clients, that will increase the efficiency of health care and bring innovations to daily health care actions.

CfH2015 of 30

3.1 Deliverable Descriptions

Beneficiary number and short name WP1 WP2 WP3 WP4

Total person months

1. RCSO 5,95 3,55 0 0 9,5

2. EPTEK 2,95 2 8,35 0 13,3

3. SOHCD 1,3 0,7 12,5 1,5 16

4. SeAMK 2,1 1 4 4,4 11,5

5. Alavus 0,4 0,45 8,95 0 9,8

6. 6tk 0,4 0,45 3,4 0 4,25

7. PU 0,4 0,7 0 5,9 7

8. Acreo 2,3 1,4 2,5 4,8 11

9. Hudiksvall 0,5 0,8 6,9 0,8 9

10. Alleato 0,3 0,4 9,3 1 11

11. nWise 0,3 0,4 9,3 1 11

12. SICS 0,3 0,6 1,1 1 3

13. RSD 0,7 0,4 4,2 1,6 6,9

TOTAL 17,9 12,85 70,5 22 123,25

CfH2015 of 30

Del. No. Deliverable title

WP No.

Lead beneficiary

Estimated indicative person-months Nature

Dissemination level

Delivery date

D1.1 Quality assurance plan 1 1 3,15

R PU 2

D1.2 Periodical progress report

1 1 4,5

R CO 6

D1.3 Final report 1 1 10,25 R PP 12

Total 17,9

D1.1) Quality assurance plan: A quality assurance plan will be developed by integrating international quality assurance standards per activity type (medical, systems testing, etc.). This deliverable will also include the risk management plan. [month 2] D1.2) Periodical progress report: This report will describe the work progress per work package and deviations from the work plan. [month 6] D1.3) Final report: [month 12] D2.1) Project website and first press release: The project website will be set up with initial news, abstract summaries of each partner profile and involvement in the project. This will be continuously updated with news items, public deliverables, articles and material from participation at different scientific/educational/professional events. A first press release will be also arranged. [month 2] D2.2) Communication and dissemination plan: A report of the communication and dissemination activities for the duration of the project, including the achievements of the project and the communication means to reach. [month 6] D2.3) Exploitation plan: This report includes information on the sustainable use of project results in further research activities, including innovation issues conducted in the pilots. [month 10]. D2.4) Final press release and project related short YouTube video: Final press release and project related YouTube video will be published at the end of the project. [month 12]


WP No.

Lead beneficiary


Dissemination level

Delivery date

D2.1 Project website and first press release

2 1 2,9

R PU 2

D2.2 Communication and dissemination plan

2 1 6,3

R PU 6

D2.3 Exploitation plan 2 1 2,5 R PU 9

D2.4 Final press release and project related short Youtube video

2 1 1,15

R PU 12

Total 12,85

CfH2015 of 30

D3.1) Design of the pilots: This report will describe the design process of the pilots including selection and recruitment of pilot participants and number of participants. Also the use of FTTH per pilot will be considered. [month 2] D3.2) Results of Pilot 1: This report will describe the results for pilot 1. The report will include information on the pilot participants’ involvement and how the participants were trained. Moreover, the report will describe how the SCAIP platform was developed and tested, and how the sustainable business model is integrated into the use of Hudiksvall health care sector. [month 10] D3.3) Results of Pilot 2: This report will describe the results for pilot 2. Day- and night time monitoring will be reviewed. The report will include information on how the home care personnel’s daily administrative work is reduced and the patient appointment time has increased due to virtual connections in piloting city Alavus. [month 10] D3.4) Results of Pilot 3: This report will describe the results for the pilot 3. The report will include the results of the testing of an electronic health care service portal in South Ostrobothnia, offering several eHealth services under a single platform. The report will explain how preventive care in the form of informative consultation to elderly citizens and home care professionals from a specialist in secondary health care institution have increased the level of knowledge of elderly citizens on their own health issues. [month 10] D3.5) Results of Pilot 4: This report will describe the results for pilot 4. Investigation results from South Denmark of technical infrastructure and measures will be included. Additionally, the pilot participants' ability to use different types of technical solutions for video conference will be reviewed in the test results. [month 10]


WP No.

Lead beneficiary


Dissemination level

Delivery date

D3.1 Design of the pilots 3 2 6,0 S CO 2

D3.2 Results of Pilot 1 3 2 26,8 R CO 10




Total 70,5

D4.1) Evaluation of the pilots: The report will evaluate the pilots by using light version of MAST methodology. Odense University Hospital (part of RSD) will contribute to the project with regards to the supervision of the light MAST evaluation. [month 10] D4.2) Business model: A report on business models is developed by the results of cost-benefit analysis and final socio-economic assessment of the pilots. [month 11] D4.3) Recommendations report: This report will review the external and project studies in FTTH home care. The Recommendations report combines the findings of the pilots with current knowledge and proposes recommendations to European stakeholders. [month 12] D4.4) Ethical and legal aspects: This is an internal report indicating the legal and ethical aspects that have been identified by the Ethics Manager from Seinäjoki University of Applied Sciences (SeAMK) and

CfH2015 of 30

should be followed as guidelines during the lifecycle of the project, especially during the conduction of the pilots. Legal and Ethical Considerations will be updated at month 10. [months 2, 10]


WP No.

Lead beneficiary


Dissemination level

Delivery date

D4.1 Evaluation of the pilots

4 8 8,2 R CO 11

D4.2 Business model 4 8 4,5 R PU 11

D4.3 Recommendations report

4 8 7,5 R PU 12

D4.4 Ethical and legal aspects

4 8 1,8 R RE 2, 10

Total 22

3.2 Deliverable Production Process

CfH2015 of 30

3.3 Deliverable Quality Indicators

Each deliverable reports on a specific task grouping, or activity. For instance, tasks 3.1.1, 3.1.2, 3.1.3 and 3.1.4, are all reported in deliverable D3.1 and so on. The WP leader is the ultimate responsible for the deliverable, and delegates the production of parts of the deliverable to relevant partners. Typically the partners carrying out a specific part of the work, will also be reporting on that. The WP leader may also delegate the whole editing responsibility of the deliverable to a partner in case all the tasks reported in that deliverable are led by that partner. Deliverables are prepared throughout the time of execution of the activity that they are reporting. Typically, a table of contents is prepared at the inset of the activity, in order to structure the reporting and informally guide the work itself. The table of contents also serves to ease the assignment of work and report writing. Typically each chapter in the deliverable covers a specific part of work, which is assigned to one partner or a group of partners (the contributors to the chapter). For each chapter, a chapter editor will also be identified, who will be responsible for collecting the material needed in that chapter from the relevant contributors. The chapter editor also has the responsibility to ensure the quality of the chapter (according to the indicators specified below), and to liaise with the deliverable editor in order to ensure consistency throughout the deliverable. Chapter editors are identified following this process and principles: • Partners volunteer for the chapters they feel more comfortable with • In case of uncovered chapters, the deliverable editor makes a proposal • The amount of work for each partner shall reflect the amount of person months declared in the DoA and reported in Section 3.1 of this plan • Chapter editors shall be reached by consensus • If consensus is not reached, the deliverable editor proposes a solution, which is to be voted by simple majority • If no majority decision is reached the question is escalated to the WP leader, who makes a decision and notifies the LP. The indicators of deliverable quality are defined as follow: • Timeliness: the deliverables will be delivered latest on the date specified in the DoA and reported in Section 3.1 of this plan • Completeness: the deliverables should cover all the points described in the DoA and reported in Section 3.1 of this plan • Correctness: the information contained in the deliverable shall be corrected and verifiable; any information coming from outside the activities being reported shall be properly backed by a reference • Readability: the documents should be concise and focus on the issues specified in the DoA (and reported in Section 3.1 of this plan). Any extra material that is deemed relevant to aid the understanding of the document itself shall be included as annex. As a guideline, the deliverables should aim at being below 50 pages. Deliverable above 100 pages shall contain a detailed executive summary between 5 and 10 pages long.

3.4 Work Package Progress Indicators

WP1 Management and administration

The process All of the partners are involved in the WP1 with different person-months dedication:

CfH2015 of 30

Participant number

Participant short name

Person-months per participant

1 RCSO 5,95

2 EPTEK 2,95

3 SOHCD 1,3

4 SeAMK 2,1

5 Alavus 0,4

6 6tk 0,4

7 PU 0,4

8 Acreo 2,3

9 Hudiksvall 0,5

10 Alleato 0,3

11 nWise 0,3

12 SICS 0,3

13 RSD 0,7

TOTAL 17,9

The project coordinator (RCSO) will be directly responsible for overall coordination and management, providing all communication related aspects among the consortium partners and will act as an interface with the European Commission. This covers the contacts with the Commission, within the scope of the grant agreement, for appropriate reporting, clarifications, exchanges of information. RCSO ensure the effective and efficient progress of the work by the timely and quality delivery of all project technical reports and administrative: financial reports to the Commission. The arrangement of all project management and technical meetings will be carried out under this task. The aims The overall objective of this work package is to assure an efficient project management through the following specific objectives:

Ensure an efficient administrative and financial coordination of the project;

Ensure that the project objectives are met within the planned resources of time and effort;

Apply quality control measures to reports and deliverables;

Liaise with the EC for appropriate reporting. The responsibilities

CfH2015 of 30

The indicators WP1 indicators are following:

Number of Executive Steering Group meetings Quantitative

Number of successfully completed deliverables Quantitative

Number of delayed deliverables Quantitative

Number of raised disputes Quantitative

WP2 Communication and dissemination

The process All of the partners are involved in the WP2 with different person-months dedication:

Participant number


Person-months per participant

1 RCSO 3,55

2 EPTEK 2

3 SOHCD 0,7

4 SeAMK 1

5 Alavus 0,45

6 6tk 0,45

7 PU 0,7

8 Acreo 1,4

9 Hudiksvall 0,8

10 Alleato 0,4

11 nWise 0,4

12 SICS 0,6

•Monitoring the overall project management

•Monitoring financial reporting and quality control

•Communication with the European Commission WP coordinator

•Coordination and management of own partner responsibilities

•Apply quality control in deliverable and WP progresses

•Financial reporting and auditing

WP partners

CfH2015 of 30

13 RSD 0,4

TOTAL 12,85

The consortium will develop a communication and dissemination plan to include the appropriate targeted events, professional organizations, policy makers and the general public. Each of the partners will participate to at least one national or international conference related to the subject and disseminate the project results. Three open eHealth seminars will be held during the course of the project in Sweden, Denmark and in Finland. A final conference will be held at the end of the project in Brussels. In addition, the results of the project will be presented to relevant national stakeholders, MEPs and the Action Group B3 and Action Group C2 of the European Innovation Partnership on Active and Healthy Ageing (EIPAHA). Internet dissemination including the development of a website and the distribution of 2 electronic newsletters will allow a broad community of stakeholders, including the general public, to access the project and be informed about its objectives, achievements and progress. The project website will be updated regularly with news items, public deliverables, articles and other material from participation at events. Also a YouTube short video will be produced and published. The Project Officer will be kept informed of the Communications and Dissemination activities in due time (press releases, website launch, articles, etc.) to enable an even wider relay of these activities through the European Commission communication channels. A clear acknowledgement of EC funding is compulsory for all dissemination activities on any media or event (e.g. website, presentations, articles, etc.). The consortium will also develop an exploitation plan that considers the sustainable use of project results in further research activities. Innovation issues are included in this plan, in particular from the perspective of the pilots to be conducted. However, given the nature of the project, it is unlikely that IPR matters will occur. The aims This work package covers the communication, dissemination and networking activities of the project. The objective is to broadly disseminate the project and its results in an innovative and effective manner to the target groups. Special focus is to create awareness and interest towards the relevant stakeholders, national and European policy makers. Our particular goals are to:

• Disseminate the knowledge and research created in the project in related scientific journals and events (conferences, workshops, seminars, etc.);

Create and raise awareness of the project to different categories of stakeholders;

• Ensure an appropriate exploitation of the project results (beyond the project). The responsibilities

CfH2015 of 30


Number of external participants to project seminars Quantitative

Quantity of communication and dissemination material produced Quantitative

Number of newsletter recipients Quantitative

Number of National/ International conferences attended Quantitative

Number of websites maintained by the project Quantitative WP3 Pilots

The process Following partners are involved in the WP3:

Participant number


Person months per participant

Role

2 EPTEK 8,35 WP leader

3 SOHCD 12,5 Pilot 3 coordinator

4 SeAMK 4 Pilot 2, 3 partner

5 Alavus 8,95 Pilot 2 coordinator

6 6tk 3,4 Pilot 2 partner

8 Acreo 2,5 Pilot 1 coordinator

9 Hudiksvall 6,9 Pilot 1 coordinator

10 Alleato 9,3 Pilot 1 partner

11 nWise 9,3 Pilot 1 partner

12 SICS 1,1 Pilot 1 partner

13 RSD 4,2 Pilot 4 coordinator

TOTAL 70,5

Four pilots are implemented during the project; one in Denmark, one in Sweden, and two in Finland. Each of the pilots will have a specific domain:

PILOT 1 in Hudiksvall, Sweden Testing and developing a technical platform where the Social Care Alarm (SCAIP) is

implemented (pilot 1 in Hudiksvall, Sweden)

•Monitoring the overall progress of the WP

•Monitoring objective achievement within the WP

•Monitoring the schedule within the WP WP coordinator

•Developing communication and exploitation plan

•Participation to the project meetings

•Active dissemination of project activities

WP partners

CfH2015 of 30

PILOT 2 in Alavus, Finland Testing different variations of distance monitoring and video connections with selected

home care customers; including day and night time monitoring, distance consultation, and electronic home care record (pilot 2 in Alavus, Finland)

PILOT 3 in South Ostrobothnia Health Care District, Finland Testing electronic health care service portal and informative consultation to citizens as a

form of preventive care (pilot 3 in South Ostrobothnia Health Care District, Finland)

PILOT 4 in Region of Southern Denmark Testing and developing infrastructure for telemedicine; including informative consultation

and active video communication with the patients, with the support of knowledge from the experiences of other three pilot (pilot 4 in the Region of South Denmark, Denmark)

The aims The aim of the WP3 piloting activities is to test and assess eHealth solutions which have potential to support home health care services. Through gathering experiences in using a combination of different technologies for home care, WP3 aims in creating new opportunities for home care professionals and for citizens using home health care services. The following specific objectives have been defined:

Design the four pilots

Ensure an effective and efficient implementation of the four pilots

Ensure an efficient coordination and monitoring of the four pilots

Ensure that the piloting activities are in line with the planned pilot project objectives Each pilot has also their own, pilot specific objectives: PILOT 1 in Hudiksvall, Sweden

Demonstrate the viability of an e-health platform that is open both downwards (working as best-effort over the top, in combination with an Internet service from any provider) and upwards (delivering e-health solutions from third-party vendors)

Further develop eHealth services in direct contact with the final users, e.g. the patients or service users and the health providers and staff.

PILOT 2 in Alavus, Finland

Enhance knowledge on individual patient’s health related needs to provide better access to health care services through distance monitoring

Increase interaction between home care customers and personnel, creating also new possibilities for communication with family and relatives

Bring added security to customers through night time monitoring PILOT 3 in South Ostrobothnia Health Care District, Finland

Shorten the reaction time of health care personnel to the health related self-monitoring done by citizens. This will be enabled through a new FTTH supported electronic service portal

Provide better opportunities for citizens to reach the health care services virtually, enabling more regular communication with health care personnel

Utilize a preventive care method through which patients receive more information on relevant health issues and home care professionals receive more information on acute issues, thus having a better possibility to react to them in advance.

PILOT 4 in Region of Southern Denmark

Describe, specify, test and assess the impact of solutions, which have to make the handling/administration of video solutions more profitable and financially sustainable, faster and easier, so that the use of tele-medical solutions may become a real possibility for the health professional personnel, where it creates value for the patient.

CfH2015 of 30

Develop a concept for supporting the use of video consultations – for example technical support for the patients, logistics support, statistical data on the use of video consultations pared with other statistical data on e-health/healthcare

Cover, specify and test possibilities to use the same technical solution for both health and social care.

Specify and test standards and interface, which make possible to use the technology (e.g. smartphone, PC, TV, tablet) that the patients have already invested in. A part of the framework for the tele-medical work in the Region of Southern Denmark also has to ensure the possibilities to use a less effective technology level (LET).

The responsibilities


Number of health care personnel involved by the project Quantitative

Number of patients participating to pilots Quantitative

Results of the pilot 1 Qualitative Report



Results of the pilot 4 Qualitative Report WP4 Research and analysis

The process Following partners are involved in the WP4:

Participant number


Person months per participant

Role

1 RCSO 0

2 EPTEK 0

3 SOHCD 1,5 contributor

4 SeAMK 4,4 Lead of task 4.4.1

5 Alavus 0

6 6tk 0



•Monitoring the schedule within the WP WP coordinator

•Implementation of pilot actions

•Monitoring the pilot specific actions and objectives

•Providing data and information to deliverables

WP partners

CfH2015 of 30

7 PU 5,9 contributor

8 Acreo 4,8

WP leader, lead of all tasks except 4.4.1

9 Hudiksvall 0,8 contributor

10 Alleato 1 contributor

11 nWise 1 contributor

12 SICS 1 contributor

13 RSD 1,6 contributor

TOTAL 22

Four task groupings are foreseen:

1. Evaluation of pilots 2. Cost-benefit analysis and socio-economic analysis 3. FTTH studies review 4. Ethical and legal issues

The aims The aim of the WP4 is is to support the implementation of the 4 pilots, gather background information related to the FTTH and eHealth application, to conduct interviews and analyses in the pilots, and to evaluate the pilots. WP4 partners will create a policy report for FTTH in home care and a report indicating the most suitable models for eHealth services based on FTTH with open access.

Ensure an efficient support and coordination of the pilots

Gather background data related to the FTTH and eHealth applications and create recommendations report for the Commission

Conduct interviews and analyses in the pilots Ensure that all ethical and legal issues related to the project are addressed. The responsibilities

The indicators The following indicators are defined, for work package WP4

Number of evaluated pilots 4

Successful business models identified At least 1 (Qualitative Report)

Recommendations formulated Qualitative Report

Research and pilots implemented ethically Qualitative Report



•Monitoring the schedule within the WP

• Liaise with WP3 for the collection of data from the pilots

• Ensure that ethical guidelines are being followed

WP coordinator

•Definition of relevant indicators

• Preparation of questionnaires and ohter data collection tools

•Execute and monitoring the data collection on indicators in each pilot, in collaboration with WP3

• Providing data and information to deliverables

WP partners

CfH2015 of 30

3.5 Quality Recording and Evaluation

Milestones are set to monitor the progress of work and identified potential problems. Each WP leader is responsible to ensure that milestones are reached timely and the results are achieved satisfactorily. Any delay or other issue shall be timely reported to the LP. All meetings shall be properly documented by meetings to be circulated by the keeper of the minutes within one 24h from the end of the meeting and approved by all participants within 7 days from the meeting circulation. Decisions that necessitate consensus or majority approval, shall be taken and documented either by email or in minutes of meeting.

3.6 Financial Reporting

3.6.1 Eligible costs

The eligible costs are defined in Article II.19 of the GA (Eligible costs, Annex II General Conditions) and EC FP7 Guide to Financial Issues relating to FP7 Indirect Actions (pages 30 to 42). "Eligible costs" of the action are costs actually incurred by the beneficiary which meet the following criteria: (a) incurred during the project period (b) indicated in the estimated budget of the action (c) incurred in connection with the action and are necessary for its implementation (d) are identifiable and verifiable, in particular being recorded in the accounting records of the beneficiary (e) comply with the requirements of applicable tax and social legislation and (f) are reasonable, justified, and comply with the principle of sound financial management, in particular regarding economy and efficiency. “Eligible direct costs” shall comply with the conditions of eligibility. (a) the costs of personnel working under an employment contract with the beneficiary (b) costs of travel and related subsistence allowances, provided that these costs are in line with the beneficiary's usual practices on travel (c) depreciation costs of equipment or other assets (new or second-hand) as recorded in the accounting statements of the beneficiary (d) costs of consumables and supplies directly assigned to the action (e)costs arising directly from requirements imposed by the Agreement (f) costs entailed by subcontracts (g) costs of financial support to third parties (h) duties, taxes and charges paid by the beneficiary, notably value added tax (VAT)

3.6.2 Financial reports

The Coordinator collects, reviews to verify consistency, and submits reports and other deliverables (including financial statements and related certifications) to the European Commission The project-specific financial manual for the project Connected for Health is a collection of the financial guidelines of the Grant Agreement, first of all, and of the financial guidelines of Framework Programme seven (FP7). In the manual it is stated that the Grant Agreement is the most important official document between the project partners and the Commission. The manual will be updated throughout the whole project period. The updated versions will be informed both via email and downloaded in the project Extranet.

http://ec.europa.eu/research/participants/portal/desktop/en/funding/reference_docs.html#fp7

http://ec.europa.eu/research/participants/portal/desktop/en/funding/reference_docs.html#fp7

CfH2015 of 30

The costs will be monitored with the help of regular reports and communication. The Coordinator asks quarterly financial reports. The partners fill in three budget monitoring templates with the actually incurred costs. In the middle of the project the financial interim report will also consist of a financial statement. The financial statement consists of all the eligible costs incurred by the beneficiary at the end of the reporting period. The official financial reports for the Commission will be attached to the final report. Also an audit will be conducted in the end of the project. Audit certificates will be prepared in accordance with the European Commission guidelines and to the standards and formats set out in this document.

The following dates of submission of the progress reports apply to each Party: (The deadlines for submissions may subject to change.)

Start date End date Deadline for submission

1. Progress Report 05/06/2015 04/09/2015 25/09/2015

2. Progress Report / Interim Report 07/09/2015 04/12/2015 23/12/2015

3. Progress Report 07/12/2015 04/03/2016 24/03/2016

4. Progress Report / Final Report 07/03/2016 03/06/2016 24/06/2016

To avoid risks the Coordinator pays the Consortium according to the results delivered. Payments are delivered at the end of each reporting period and after evaluation and approval of the project reports and Deliverables. The prepayment, 25 % of the funding, will be paid as soon as possible in the beginning of the project after receipt from the Funding Authority. The next 25 % will be paid on receipt of Interim Report. The results of the work and the financial statements of the project partner will be analyzed carefully before the interim payment. In the end the Commission will evaluate the entire project before the payment of the balance.

25 % on receipt of Advance Payment

25 % on receipt of Interim Report

50 % on receipt of the Final Report

Funding for costs accepted by the Funding Authority will be paid to the Party concerned.

3.6.3 Timesheets

Working time for the project is recorded throughout the duration of the project by timesheets. The Coordinator provides the templates for the timesheets. The timesheet templates have been delivered to each project partner in the beginning of the project. The financial manager gives technical support for using the time sheet templates correctly. The employees record their time on a daily basis using an Excel-based template. The time-records will be authorized by the project manager or other superior. According to the financial guidelines of the FP7, the timesheets must meet the requirements indicated below: full name of beneficiary, full name and signature of the employee, title of the project: Pilot project – Connected for Health: Well-Being and Healthcare Solutions in Open Access FTTH Networks, project account number: 30-CE-0714596/00-50, periodicity of filling in according to the beneficiary's normal practice, amount of hours claimed on the project. All hours claimed must be able to be verified in a reliable manner, full name and a signature of a supervisor (person in charge of the project).

CfH2015 of 30

The timesheets will be reconcilable with the absences for holidays, illness, travels or others. In the time recording system there is also a reference to the tasks or WP included in the Description of Work, allowing an easy reconciliation of the work done with the work assigned.

3.6.4 Interim report

The interim report will be delivered in the middle of the project. The Commission will send a template for the report. The Coordinator collects also internally a financial interim report with the budget monitoring template and a printed-out financial statement. The budget monitoring report will consist of actually incurred costs specified according to the budget lines and compared with the current estimated budget of the action.

3.6.5 Final report

The final report will present all the results of the project. The Commission will give templates for the project. After the end of the project there will be one month time to complete the final report. The final report will also include the financial reports of the project and of each project partner.

3.6.6 Templates

The Coordinator provides all the relevant templates for the partners. There are and will be templates for deliverable reports, timesheets, budget monitoring, interim report, financial report, and the final report.

3.6.7 Audits

The beneficiaries are aware that the European Commission is within its rights to request an audit from any beneficiary, and the beneficiaries should retain all records for five years after the project end. Audits are an eligible cost as external services. Certificates on the financial statements to be provided by the beneficiaries may be established by regular internal or external auditor, in accordance with their internal financial regulations and procedures. The Beneficiaries will make available to the competent bodies of the Union, upon request, all relevant financial information, including statements of accounts concerning the action, where they implement the action or where their affiliated entities or a subcontractor takes part in the action.

3.7 Project Meetings

The Connected for Health project general strategy for meetings of the Consortium Bodies is described and agreed upon in the Consortium Agreement. The necessity of meetings is also addressed in the Description of Action. The General Assembly, meaning the ultimate decision-making body of the consortium, will meet at least four times a year. Also the Executive Steering Group will meet at least quarterly. The chairpersons of the Consortium Bodies will convene the meetings. All the members of a Consortium body will be represented at any meeting of such consortium body, and they will have the right to vote and to appoint a substitute. Meetings of each Consortium Body may also be held by teleconference or other telecommunication means to avoid costs and emissions. Whenever possible, the meetings and workshops will be grouped together in order to work more efficiently. In every partnership meeting there will also be an open seminar where new eHealth applications will be demonstrated and the project results presented. Open invitation to healthcare and welfare staff will be made. Each pilot work group will carry out regular meetings. In addition, there will be regular meetings with the home and health care organizations to exchange ideas and results. A final conference will be organized at the end of the pilots for relevant national and international stakeholders to hear the project findings and recommendations.

CfH2015 of 30

The participants of the GA and the ESG will be reminded of the meetings not later than 14 calendar days before an ordinary meeting. The GA will be reminded of an extraordinary meeting not later than 10 calendar days before the meeting and the ESG not later than 7 days before an extraordinary meeting. A written agenda will be sent to each GA member not later than 14 days before an ordinary meeting and 10 days before an extraordinary meeting. To ESG members the agendas for both kinds of meetings will be sent not later than 7 days before the meeting. The GA members may add agenda items 10 days before an ordinary meeting and 7 days before an extraordinary meeting. The ESG members may add items on the agenda 2 days before the meeting. During a meeting the Members of a Consortium Body present or represented can unanimously agree to add a new item to the original agenda. The project coordinator is responsible for the preparation of minutes for all project meetings. The draft minutes of the meetings will be circulated to the Partners no later than 10 calendar days after the meeting. Minutes shall be deemed to be approved if no objection has been sent to the Coordinator within 15 days of the sending of the minutes. The necessary working documents, such as agendas and minutes of the meetings, will be uploaded in the project Extranet.

3.7.1 Voting

Each Consortium Body shall not deliberate and decide validly unless two-thirds (2/3) of its Members are present or represented (quorum). If the quorum is not reached, the chairperson of the Consortium Body shall convene another ordinary meeting within 10 calendar days. If in this meeting the quorum is not reached once more, the chairperson shall convene an extraordinary meeting which shall be entitled to decide even if less than the quorum of Members are present or represented. Each Member of a Consortium Body present or represented in the meeting shall have one vote. Defaulting Parties may not vote. Decisions shall be taken by a majority of two-thirds (2/3) of the votes cast.

4 Project Communication

The Connected for Health -project partners will produce a separate, profound, communication plan for the project. The plan defines the internal and external project communication, aims of planned dissemination activities, target groups and provides information about financing issues of communication and information dissemination. The responsibilities of project’s information and dissemination activities are divided among several structural layers. The Project Executive Steering Group (ESG) is generally responsible for the final decisions on release of different communication tools, e.g. project messages, logo, corporate graphics, publications, etc. The ESG will be responsible for supervising the overall execution of the project, for making decisions and solving differences that may arise with respect to the implementation phase. In addition to WP2 Communication and Information team all WP’s have delegated a person (WP coordinator or responsible WP member) who is to provide most up-to-date information about WP activities and achieved results. The Communication coordinator provides technical assistance in developing dissemination material, website and graphics as well as strongly supports ongoing communication and information dissemination activities. All project members are required to provide support for communication activities:

to organize that each partner organization links their organisation’s and project’s website;

to be responsible for their relations to regional and national media;

CfH2015 of 30

to represent the project during presentations at professional events on regional, national and international level. After the conference, a short message should be submitted to the project management including name, date and venue of the conference and a copy of the presentation.

Internal communication describes the ways of information exchange among project partners and generally ensures the successful implementation of overall project objectives. It creates optimal common understanding of the project partners about the ongoing activities within different working packages as well as fosters the involvement and identification of all project partners because they all are important multipliers of the project and its results. External communication allows delivering the project messages to the selected project target groups. It also includes communication with media relevant to the project’s subject. The general purpose of the external communication is:

To disseminate information about the project and its results to target groups through different activities,

To raise the awareness of the opportunities for professional networking, continuing medical education and career development for younger and experienced doctors and health workers in remote areas.

To inform policy and decision makers about the possibilities of tele-consulting and tele-mentoring in order to get them interested in the project and get support for the implementation of the project and for the sustainable use of the project outputs.

More information on project communication activities will be found from the communication plan (deliverable 2.2. Communication and dissemination plan), which will be published latest during project month 6.

4.1 Publication Tools

Tool Function Content Frequency / Use Dissemination level

Short project description /ppt presentation

Provide brief information to interested people

A summary of project background, structure, objectives and benefits

Can be downloaded on project’s extranet and the website and it is public for partners to use.

PU

Logo Create an project identity and increase the public and internal recognition of the project

Project name and project graphics

The logo has to be integrated in all project publications and dissemination material

PU

Project templates Facilitate the project management and strengthen project’s corporate identity

Uniform templates for project meetings’ agenda, outputs, minutes and presentations as well as press releases

During the whole project period

PP

Project website Provide easily accessible and well structured information about

Public area: information about project, partners, activities and

Regular update during the project duration. After finalising the

PU

CfH2015 of 30


the project, its aims, activities, and results

results.

project the website will also be available

Project Extranet Provide management and administration templates, deliverables, tasks and other key information to partners

section restricted to project partners and containing working documents as well as documents for project monitoring

Regular update during the project duration.

PP

Press release Inform stakeholders about project-related activities and results via e-mails as an attached document.

Regional, national and international distribution.

Brief description of the project, activities and results achieved, up-to-date information

Twice during the project duration.

PU

open eHealth seminars

Present the project in Sweden, Finland and in Denmark. Discuss widely with external stakeholders on FTTH and eHealth innovations used in social and health care

Description of the project activities and results achieved, external speakers, stakeholder participation, panel discussions, interactive discussions

three seminars: in Sweden, Finland and in Denmark

PU

Final project report

Present the results of the project, summarize the good practises

Presentation of project results, challenges, strategies and patient analyses

Towards the end of the project duration

PP

Final project conference

Indicate the official end of the project.

Gather project partners and other stakeholders.

Present and celebrate the success of the project

Presentation of project results, challenges, strategies and forthcoming activities

Single event at the end of the project.

Invitation to stakeholders, project partner organisations

PU

Social media (LinkedIn account)

Provide easily accessible and information via social media

News of the project Regular update during the project duration

PU

Youtube video Short Youtube video providing information of the

Presentation of project activities and results

one PU

CfH2015 of 30


project

5 Risk Management

The target of the risk management is the early identification of the potential problems. By identifying the problems at the early stage, the causes of the problem can be targeted and the problem defused. In case, that the problem can’t be completely eliminated a scenario of potential damage needs to be drafted. The aim of that should be to minimize the impacts of the actualized risk. The aim of the risk management is to support the successful implementation of the project. The risk management actions will be carried out throughout the project life cycle. Starting from the finalizing of the Quality Assurance Plan the risk management will be regularly monitored until the end of the project. If necessary, the risk management plan can be updated or reshaped. The Lead Applicant will be primarily responsible for monitoring the potential risks. The WP leaders share that responsibility with the Lead Applicant. The Lead Applicant and the WP leaders will have regular communication for mapping the potential risks. Besides the regular communication the Steering Committee members of the project are obligated to identify potential risks and to inform the other Steering Committee members about them.

5.1 Risk Management Strategy

The General Risk Management Strategy of the Project is to: • Identify potential risks of any kind at the earliest possible stage through constant monitoring • Estimate the potential probability of the identified risk • Assess the potential impact of the risk for the implementation of the project • Decide the set of actions that may be necessary to eliminate the risk • In case that the risk cannot be completely eliminated, decide the set of actions that minimize the impacts of the risk

CfH2015 of 30

Figure x. General Risk Management Strategy of the project

5.2 Identified Risks

Risk Probab. Impact Counter-measures

Low/ medium/ high

Low/ medium/ high

CfH2015 of 30


Staff resistance to changing work routines and to use eHealth devices in their work.

Low

High

The staff will participate in training sessions, during which the project and pilot aims, routines and benefits will be explained in detail and any concerns answered. Home care personnel will receive information material on the project, pilot and new routines. A training/information event will be arranged in the beginning of the project for those participating in the pilot actions. The time staff has to spend for project work as process development, education/training, interviews etc. will be financed from the project budget in order to engage the staff who will perform their ordinary work during that time. Other events will be organized when the method is developed, education/training and focus group interviews that stimulate staff to prioritize participation. Engage staff and patients to develop the new work methods together in order to build-up expectations from everybody involved so that this will really be an important win-win solution.

Sudden inability of the project employees to continue the work.

Low

High

The project organisations do have professionals with relevant experience who may replace the employee.

Other partners are not able to run the pilots or that there are major delays in implementation

Low

High

The Coordinator and the ESG are responsible for ensuring that piloting takes place as planned. The Coordinator (RCSO) is responsible for ensuring that piloting takes place as planned. RCSO will monitor the details of identified risks and any constraints affecting the project and manage these risks. Continuous coordination and communication between the partners will start immediately and has already been going on during the phase of application.

Sudden inability of a researcher (SeAMK) to continue the work.

Low High The employees participating in the project are in permanent employment, thus the probability of them leaving during the project is not high. There is always the possibility of illness or other unforeseen events, which are impossible to predict, but this will be dealt with in case of materialisation. Additionally, the organisation has many professionals with relevant experience who may replace, if needed, with little delay.

CfH2015 of 30


Resistance from home care customers to participate in the pilot project

Low High The benefits of the new routine will be explained to the participating home care customers in detail. They will have increased contact with home care personnel, possibility to connect with family through video connection and receive better access to health care, thus improving their health quality. Home care customers and their family will also receive information material. Other events will be organized when the method is developed, education/training and focus group interviews that stimulate staff to prioritize participation. Engage staff and patients to develop the new work methods together in order to build-up expectations from everybody involved so this will really be an important win-win solution. Develop informative information material that makes it obvious for patients that the new opportunity will provide patients and informal caregivers with much higher availability to healthcare support with improved health quality. It will also point-out that this new method will make it possible to improve their life quality and be able to reduce the need for hospital visits.

Technical difficulties and timelines for using video connections in the beginning, when usage is still unfamiliar

Medium Medium A technical support person will be nominated to install and test the equipment, train home care personnel for its use, and to monitor the pilot throughout the project. Any technical difficulties will be attended by the support person. The time staff has to spend for extra project work as process development, education/training, interviews etc. will be financed in order to engage staff who will perform their ordinary work during that time.

Lack of knowledge among home care personnel on new routines and use of technology

Low Medium The staff will participate in training sessions, during which the project and pilot aims, routines and benefits will be explained in detail and any concerns answered. Home care personnel will receive information material on the project, pilot and new routines. A training/information event will be arranged in the beginning of the project for those participating in the pilot actions. A technical support person will be nominated to install and test the equipment, train home care personnel for its use, and to monitor the pilot throughout the project. Any technical difficulties will be attended by the support person.

CfH2015 of 30


Lack of understanding of eHealth tools which are used in the pilot, either by home care personnel or customers

Medium Medium A technical support person will be nominated to install and test the equipment, train home care personnel for its use, and to monitor the pilot throughout the project. Any technical difficulties will be attended by the support person.

Staff resistance to utilize patient own registrations at national patient portal when web-consultations are made and when treatment changes are decided.

Low Low The staff will participate in training sessions where routines and benefits will be explained in detail and any concerns answered. Home care personnel will receive information material on the project, pilot and new routines. A training/information event will be arranged in the beginning of the project for those participating in the pilot actions.

CfH2015 of 30


Resistance from patients and informal carers to participate in the field trial

Low High The benefits of the new routine will be explained to the participating home care customers in detail. They will have increased contact with home care personnel, possibility to connect with family through video connection and receive better access to health care, thus improving their health quality. Home care customers and their family will also receive information material. Professionals are, based on their employment, responsible for participating. Home care personnel will receive information material on the project, pilot and new routines. A training/information event will be arranged in the beginning of the project for those participating in the pilot actions. Engage staff and patients to develop the new work methods together in order to build-up expectations from everybody involved so this will really be an important win-win solution. Informative material will be developed to make it obvious for patients that the new opportunity will provide patients and informal caregivers with much higher access to healthcare support with improved health quality. It will also point-out that this new method will make it possible to improve their life quality and be able to reduce the need for hospital visits. The patients and clients must be, in the name of informed consent and voluntary nature of research participation, given the freedom to refuse interviews. If this rather unlikely even happens, the data will be collected through personnel interviews. However the integrity of the patients must be ensured. Part of the risk management is also the mutual support that is given and received between Finnish, Danish, Swedish and Czech research and piloting staff.

CfH2015 of 30


Patient and/or informal carer resistance to utilize web-consultations.

Low Low The benefits of the new routine will be explained to the participating home care customers in detail. They will have increased contact with home care personnel, possibility to connect with family through video connection and receive better access to health care, thus improving their health quality. Home care customers and their family will also receive information material. Informative material will be developed to make it obvious for patients that the new opportunity will provide patients and informal caregivers with much higher access to healthcare support with improved health quality. It will also point-out that this new method will make it possible to improve their life quality and be able to reduce the need for hospital visits.

Staff resistance to participate in weekly fill-in workbook and in focus group interviews.

Low

Medium

The staff will participate in training sessions where routines and benefits will be explained in detail and any concerns answered. Home care personnel will receive information material on the project, pilot and new routines. A training/information event will be arranged in the beginning of the project for those participating in the pilot actions.

FTTH service providers are not willing to cooperate

Low High The FTTH service providers have been contacted before the project and their willingness to support the project has been investigated. In fact, service providers have partly participated in the planning process of the project. It is also a basic operational model of the open access networks that any provider can provide applications or services in the open access networks free of charge.

deliverable 1.1. quality assurance plan...eu project officer name adina ratoi deliverable no 1.1....

Documents