INTERREG EUROPE - iOLF - Dokumentplus · PDF file · 2016-12-14&RQWDFWSHUVRQ Donna...

PART A – Project summary

A.1 Project identification

Project title SCaling up Assistive Living in Europe

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Project acronym SCALE

Name of the leadpartner organisationin English

Social Services Regional Managing Authority of the Castilla y León Regional Government (GSS)

Specific objective 1.2. Improving innovation delivery policies

Project duration Phase 1 Duration 36 Months Start date 01/01/2016 End date 31/12/2018

Phase 2 Duration 24 Months Start date 01/01/2019 End date 31/12/2020

Total No. months 60

A.2 Project abstract

SCALE focuses on the challenge of stimulating validation (bringing new innovations to the marketready stage), scaling up innovative solutions and creating effective ecosystems for Active and Healthy Living andAgeing creating the “triple win” of: improving care, health and wellbeing and independent living capacity; generating efficiency gains for the health and care sectors; and regional, national and European economicgrowth.

Emerging from the Coral network, SCALE involves 21 EU regions aiming to enhance implementation of structural fund and other regional policy instruments. The overall project objective is to identify innovativesolutions, practices and policy lessons demonstrated on a smaller scale to improve the implementation of regional policies for growing the smart care/health economy.

SCALE will build on partners’ experiences, via mutual learning / knowledge transfer events and sharing of good practices, to identify common approaches that can support policy goals. It will also develop tools tosupport interregional collaboration that can build a European market.

Changes that SCALE will bring about are:

Improved knowledge for all regional players in the smart care/health ecosystem and value chain; 21 Regional Action Plans that will improve the implementation of existing policy instruments; The growth of a transnational smart care/health economy.

SCALE’s primary outputs, that will contribute to these impacts, include:

a SCALE selfassessment tool focused on regions’ current strengths, weaknesses and policy priorities relating to ecosystem, validation and scaling up;

5 regional case studies of policies and practices;

a SCALE Framework Strategy incorporating an “In your shoes” tool, allowing each region to assess how it can “try on” various approaches and identify how best to improve its Policy Instrument;

21 Regional Action Plans to enhance the implementation of regional policy instruments.

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A.3 Project budget summary

Programme funding National ContributionsTotal budget

Amount Funding rate (%) Public cofinancing Private cofinancing Total cofinancing

ERDF 3,899,353.10 84.05 % 596,339.40 143,683.50 740,022.90 Total eligible to ERDF 4,639,376.00

Norway 102,430.00 50.00 % 102,430.00 0.00 102,430.00 Total Norway 204,860.00

INTERREG Europe 4,001,783.10 82.61 % 698,769.40 143,683.50 842,452.90Total INTERREG

Europe4,844,236.00

Other funding 0.00

Grand Total 4,844,236.00

A.4 Overview of project partners

Number Organisation Country Partner budget

1 Social Services Regional Managing Authority of the Castilla y León Regional Government (GSS) ESERDF National Total

390,054.80 68,833.20 458,888.00

2 Province of NoordBrabant NLERDF National Total

245,913.50 43,396.50 289,310.00

3 Marche Regional Authority ITERDF National Total

222,465.40 39,258.60 261,724.00

4 The Malopolska Region PLERDF National Total

105,852.20 18,679.80 124,532.00

5 NHS 24 / Scottish Centre for Telehealth and Telecare UKERDF National Total

185,593.25 32,751.75 218,345.00

Project Acronym: SCALE

Index Number: PGI00163

Control number: 4c5bde74a8f110656874902f07378009

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Number Organisation Country Partner budget

6 Region Zealand DKERDF National Total

231,551.05 40,861.95 272,413.00

7 University of Ljubljana, Faculty of Social Sciences SIERDF National Total

150,535.00 26,565.00 177,100.00

8 INTRAS Foundation ESERDF National Total

127,621.50 42,540.50 170,162.00

9 INSIEL ITERDF National Total

172,873.00 30,507.00 203,380.00

10 State of BadenWuerttemberg DEERDF National Total

179,242.90 31,631.10 210,874.00

11 South Denmark European Office DKERDF National Total

182,172.00 32,148.00 214,320.00

12 Puglia Region ITERDF National Total

148,919.15 26,279.85 175,199.00

13 Basque Foundation for Health , Innovation and Research ESERDF National Total

142,067.30 25,070.70 167,138.00

14 European Connected Health Alliance (ECHAlliance) UKERDF National Total

111,227.25 37,075.75 148,303.00

15 Thomas More University College BEERDF National Total

189,222.75 33,392.25 222,615.00

16 Smarter Futures EEIG NLERDF National Total

92,025.00 30,675.00 122,700.00

17 Norrbotten County Council SEERDF National Total

161,190.60 28,445.40 189,636.00

18 Agency for health Quality and Assessment of Catalonia (AQuAS) ESERDF National Total

123,076.60 21,719.40 144,796.00

19 South Norway European Office NONO NO Cofinancing Total

102,430.00 102,430.00 204,860.00

20 Autonom'LaB FRERDF National Total

116,815.50 20,614.50 137,430.00

21 Donegal County Council IEERDF National Total

110,425.20 19,486.80 129,912.00

22 Polytechnic University of Valencia ESERDF National Total

113,724.05 20,068.95 133,793.00

23 ÉszakAlföld Regional Development Agency Nonprofit Limited Company HUERDF National Total

101,459.40 17,904.60 119,364.00

24 Regional Ministry of Equality and Social Policies of the Andalusia Government ESERDF National Total

104,110.55 18,372.45 122,483.00

25 NHS Liverpool Clinical Commissioning Group UKERDF National Total

191,215.15 33,743.85 224,959.00




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Lead partner confirmation

By signing the application form the lead partner hereby confirms that:

The information provided in this application is accurate and true to the best knowledge of the lead partner.The project is in line with the relevant EU and national legislation and policies of the countries involved.The lead partner and the project partners will act according to the provisions of the relevant national and EU regulations, especially regarding structural funds, public procurement, state aid, environment and equalopportunities, as well as the specific provisions of the programme.No expenditure related to the above mentioned project has been, is or will be funded by any other EU funded programme, except for partners that do not receive funding directly from the Interreg Europe programme.

Name of signing person Esperanza Vázquez Boyero

Position of signing person General Manager (P.A. According to art. 18.3 Decreto 2/1998. General Director of Woman)

Lead partner’s organisation Social Services Regional Managing Authority of the Castilla y León Regional Government (GSS)

Place & date (dd/mm/yyyy) 31/07/2015

Signature and stamp of lead partner (ifexists)




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PART B – Partnership

B.1 Partner’s details

Partner 1

Partner role in the project Lead partner

Name of organisation in original language Gerencia de Servicios Sociales de Castilla y León

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Name of organisation in English Social Services Regional Managing Authority of the Castilla y León Regional Government (GSS)

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Department/unit/division (if applicable)

Legal status Public body or body governed by public law Type of partner Regional public authority

Address C/ Padre Francisco Suárez 2

Town Valladolid Postal code 47006

Country Spain (ESPAÑA)

NUTS 1 level CENTRO (ES)

NUTS 2 level Castilla y León

NUTS 3 level Valladolid

Legal representative Jesús Fuertes Zurita

Contact person 1 Luis José Touya García

Phone office +34 983 410 835 Mobile +34 608 184 680

Email [email protected] Website http://www.serviciossociales.jcyl.es

Contact person 2 (optional) Juan Miguel Calvo Marcos

Phone +34 983412295 Email [email protected]

Partner financed through the Investment forGrowth and Jobs programme (article 96 (3d) ofRegulation (EU) No 1303/2013)

No

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Partner 2

Partner role in the project Partner

Name of organisation in original language Provincie NoordBrabant

23 / 200 characters

Name of organisation in English Province of NoordBrabant

25 / 200 characters

Department/unit/division (if applicable) Department for social and cultural development


Address P.O. Box 90151

Town 'sHertogenbosch Postal code 5200MC

Country Netherlands (NEDERLAND)

NUTS 1 level ZUIDNEDERLAND

NUTS 2 level NoordBrabant

NUTS 3 level NoordoostNoordBrabant

Legal representative Wim van de Donk (governor)

Contact person 1 Edwin Mermans


Email [email protected] Website https://www.brabant.nl

Contact person 2 (optional) Astrid Kaag

Phone +31 621 586 019 Email [email protected]


No


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Partner 3


Name of organisation in original language Regione Marche

14 / 200 characters

Name of organisation in English Marche Regional Authority

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Department/unit/division (if applicable) Department of Public Health – Regional Health Agency Hospital Care, EmergencyUrgency, Research and Training


Address via Gentile da Fabriano n.3

Town Ancona Postal code 60125

Country Italy (ITALIA)

NUTS 1 level CENTRO (IT)

NUTS 2 level Marche

NUTS 3 level Ancona

Legal representative Lucia Di Furia

Contact person 1 Cinzia Giammarchi

Phone office +39 0718 064 180 Mobile

Email [email protected] Website http:// www.regione.marche.it

Contact person 2 (optional) Ida Prosperi



No


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Partner 4


Name of organisation in original language Województwo Małopolskie

23 / 200 characters

Name of organisation in English The Malopolska Region

21 / 200 characters

Department/unit/division (if applicable) Department of Regional Policy


Address Basztowa St. 22

Town Krakow Postal code 31156

Country Poland (POLSKA)

NUTS 1 level REGION POŁUDNIOWY

NUTS 2 level Małopolskie

NUTS 3 level Krakowski

Legal representative Stanislaw Sorys

Contact person 1 Magdalena Klimczyk


Email [email protected] Website www.malopolskie.pl

Contact person 2 (optional)

Phone Email


No


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Partner 5


Name of organisation in original language NHS 24 / Scottish Centre for Telehealth and Telecare

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Name of organisation in English NHS 24 / Scottish Centre for Telehealth and Telecare

52 / 200 characters

Department/unit/division (if applicable) Scottish Centre for Telehealth and Telecare

Legal status Public body or body governed by public law Type of partner Infrastructure and public service provider

Address Fifty Pitches Road 140

Town Glasgow Postal code G51 4EB

Country United Kingdom (UNITED KINGDOM)

NUTS 1 level SCOTLAND

NUTS 2 level South Western Scotland

NUTS 3 level Glasgow City

Legal representative Margo McGurk

Contact person 1 Donna Henderson


Email [email protected] Website http://www.sctt.scot.nhs.uk

Contact person 2 (optional) Andrea Pavlickova



No


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Partner 6


Name of organisation in original language Region Sjælland

15 / 200 characters

Name of organisation in English Region Zealand

14 / 200 characters



Address Alleen 15

Town Sorø Postal code 4180

Country Denmark (DANMARK)

NUTS 1 level DANMARK

NUTS 2 level Sjælland

NUTS 3 level Vest og Sydsjælland

Legal representative Erik Brander

Contact person 1 Xenia Lauritzen


Email [email protected] Website www.regionsjælland.dk

Contact person 2 (optional) Esther Davidsen



No


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Partner 7


Name of organisation in original language Univerza v Ljubljani

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Name of organisation in English University of Ljubljana, Faculty of Social Sciences

51 / 200 characters

Department/unit/division (if applicable) Faculty of Social Sciences

Legal status Public body or body governed by public law Type of partner Education and research institution

Address Kongresni trg 12

Town Ljubljana Postal code SI1000

Country Slovenia (SLOVENIJA)

NUTS 1 level SLOVENIJA

NUTS 2 level Zahodna Slovenija

NUTS 3 level Osrednjeslovenska

Legal representative Rector, Ivan Svetlik, PhD

Contact person 1 Vesna Dolničar


Email [email protected]lj.si Website http://www.unilj.si

Contact person 2 (optional) Irena Brinar

Phone +38 615 805 193 Email [email protected]lj.si


No


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Partner 8


Name of organisation in original language Fundación INTRAS

16 / 200 characters

Name of organisation in English INTRAS Foundation

17 / 200 characters


Legal status Body governed by private law (only nonprofit!) Type of partner Other

Please specify other type Social & Healthcare Assistance, R&D

Address Santa Lucía 19, 1ª planta Edificio Intercima

Town Valladolid Postal code 47005


NUTS 1 level CENTRO (ES)

NUTS 2 level Castilla y León

NUTS 3 level Valladolid

Legal representative Pablo Gómez Conejo

Contact person 1 Rosa Almeida


Email [email protected] Website http://www.intras.es


Phone Email


No


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Partner 9


Name of organisation in original language INSIEL

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Name of organisation in English INSIEL

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Department/unit/division (if applicable) Health division

Legal status Public body or body governed by public law Type of partner Infrastructure and public service provider

Address Via S. Francesco d’Assisi, 43

Town Trieste Postal code 34133


NUTS 1 level NORDEST

NUTS 2 level FriuliVenezia Giulia

NUTS 3 level Trieste

Legal representative Simone Puksic

Contact person 1 Gilda De Marco


Email [email protected] Website http://www.insiel.it


Phone Email


No


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Partner 10


Name of organisation in original language Land BadenWürttemberg

22 / 200 characters

Name of organisation in English State of BadenWuerttemberg

27 / 200 characters

Department/unit/division (if applicable) Ministry of Labour and Social Affairs, Families, Women and Senior Citizens


Address Schellingstr. 15

Town Stuttgart Postal code 70174

Country Germany (DEUTSCHLAND)

NUTS 1 level BADENWÜRTTEMBERG

NUTS 2 level Stuttgart

NUTS 3 level Stuttgart, Stadtkreis

Legal representative Dr. Andreas Schütze

Contact person 1 Dr. Andreas Marg


Email [email protected] Website www.sozialministeriumbw.de

Contact person 2 (optional) Prof. Dr. Daniel Buhr

Phone +49 70712 974 506 Email Daniel.buhr@unituebingen.de


No


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Partner 11


Name of organisation in original language Det Syddanske EU Kontor

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Name of organisation in English South Denmark European Office

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Department/unit/division (if applicable) Regional office

Legal status Public body or body governed by public law Type of partner Business support organisation

Address Torvegade 74

Town Esbjerg Postal code 6700

Country Denmark (DANMARK)

NUTS 1 level DANMARK

NUTS 2 level Syddanmark

NUTS 3 level Sydjylland

Legal representative Rasmus AnkerMøller

Contact person 1 Allan Nordby Ottesen


Email [email protected] Website http://southdenmark.be

Contact person 2 (optional) Henriette Hansen



No


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Partner 12


Name of organisation in original language Regione Puglia

14 / 200 characters

Name of organisation in English Puglia Region

13 / 200 characters

Department/unit/division (if applicable) ECONOMIC DEVELOPMENT EMPLOYMENT AND INNOVATION POLICY DEPARTMENT, Industrial Research and Innovation Service


Address C.so Sonnino, 177

Town Bari Postal code 70121


NUTS 1 level SUD

NUTS 2 level Puglia

NUTS 3 level Bari

Legal representative Michele Emiliano

Contact person 1 Adriana Agrimi


Email [email protected] Website

Contact person 2 (optional) Rosa Giannini



No


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Partner 13


Name of organisation in original language Fundación Vasca de Innovación e Investigación SanitariasBIOEF

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Name of organisation in English Basque Foundation for Health , Innovation and Research

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Legal status Public body or body governed by public law Type of partner Other

Please specify other type R&D&I organization

Address Ronda de Azkue 1, Torre del BEC (Bilbao Exhibition Centre)

Town Barakaldo Postal code 48902


NUTS 1 level NORESTE

NUTS 2 level País Vasco

NUTS 3 level Bizkaia

Legal representative Susana Bealustegui Ituarte

Contact person 1 Ainhoa Martin


Email [email protected] Website www.bioef.org

Contact person 2 (optional) Esteban Manuel Keenoy



No


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Partner 14

Partner role in the project Advisory partner

Name of organisation in original language European Connected Health Alliance (ECHAlliance)

48 / 200 characters

Name of organisation in English European Connected Health Alliance (ECHAlliance)

48 / 200 characters


Legal status Body governed by private law (only nonprofit!) Type of partner Business support organisation

Address Queens Road – Innovation Centre NISP

Town BELFAST Postal code BT3 9DT


NUTS 1 level NORTHERN IRELAND

NUTS 2 level Northern Ireland

NUTS 3 level Belfast

Legal representative Brian O’CONNOR, Chair

Contact person 1 Julien VENNE, Strategic Advisor


Email [email protected] Website www.echalliance.com

Contact person 2 (optional) Damian O’CONNOR, Chief Operations Officer



No

What are the partner’s competences andexperiences in the issue addressed by theproject?

ECHAlliance, a large community of stakeholders (governments, companies, academics, insurances, health & social care providers, …) is coordinating anInternational Network of Ecosystems. ECHAlliance has developed with the Ecosystems a methodology and best practices for their structuration. The ECHAlliance team has long experiences in: Project management Ecosystems building Regional and International Events organization Public policies Business modelling Legal advices Business development strategy

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What is the organisation’s role in the project? Advisory partner / The ECHAlliance has developed an International Network of Ecosystems, first in Europe (more than 25 regions/countries involved) and then in USA,Canada and China. ECHAlliance will bring its knowledge and methodology to build effective ecosystems within the regions involved in SCALE project. ECHAlliance willsupport SCALE consortium on the implementation of innovative solutions for active ageing. ECHAlliance will support SCALE project in order to disseminate,communicate and give visibility to the results of the projects, through ECHAlliance International events, its community (11000+ members), the Connector DigitalPlatform and publications.



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Partner 15


Name of organisation in original language Thomas More Kempen VZW

22 / 200 characters

Name of organisation in English Thomas More University College

30 / 200 characters

Department/unit/division (if applicable) LiCalab


Address Kleinhoefstraat 4

Town Geel Postal code 2440

Country Belgium (BELGIQUEBELGIË)

NUTS 1 level VLAAMS GEWEST

NUTS 2 level Prov. Antwerpen

NUTS 3 level Arr. Turnhout

Legal representative Machteld Verbruggen

Contact person 1 Kelly Verheyen


Email [email protected] Website www.thomasmore.be


Phone Email


No


Thomas More is a university college inspiring over 17,000 students on 12 locations in Flanders (Belgium), the heart of Europe. It organizes over 50 different mastertrainings and had 1.800 employees. Thomas Moore has developed a number of research, development and innovation in health and socialhealth care andentrepreneurship projects. Of special importance is the Health4Growth project in which Thomas More university college works closely together with the City ofTurnhout. Both partners are establishing a living lab in living and Care – LiCalab – an innovative solution to support SMEs in their entrepreneurship in the healthcaresector. LiCaLab is a publicprivatepeoplepartnership, encompassing government organisations and research institutes. LiCaLab facilitates in setting upexperiments, concepts in a reallife environment. This living lab has specific expertise in 5 thematic domains : 1/ Self Management 2/ Housing 3/ Active Ageing 4/Integrated Care 5/ Wellbeing in the city. We have participated in the following projects related to the main topic of SCALE:

Health 4 Growth: interreg IVC project RECAP (regional Care Portals): Interreg IVB Farion zorgslot (Flanders’ Care call 1 Nutricia Logica Bpost Intellicare (Crossroadsproject)


What is the organisation’s role in the project? This organization fulfills a double role:

1) Communication Leaders. Thanks to the communication team and infrastructure existing in Licalab and to the experience in leading the CommunicationComponents in several projects, (e.g. Health4Growth.) we aim to coordinate the Communication Activity aimed to promote, disseminate and valorize the Scale Projectactivities, outputs, events, main achievements to communication target groups (section C5). To this end, our organizations have competencies and training incommunication tools and more especially in social media that will be key in making known SCALE and developing its online community.

2) As Advisory partners, we are highly specialized in Living Labs set up (Licalab has been certified by ENoLL), methodologies, management etc. thus we can bring tothe SCALE consortium our knowledge about end user driven innovation, open innovation, design cocreation methodologies, validation and wide technologydeployment, Etc. More concretely, the projects foresees our coparticipation in the EEPE4+5 event on April 2017, dedicated to Living Labs and real life testing andcoordinated by PP2.



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Partner 16


Name of organisation in original language Smarter Futures EESV

20 / 200 characters

Name of organisation in English Smarter Futures EEIG

20 / 200 characters


Legal status Body governed by private law (only nonprofit!) Type of partner Interest group

Address Kerkendijk 46

Town Someren Postal code 5712 EV

Country Netherlands (NEDERLAND)

NUTS 1 level ZUIDNEDERLAND

NUTS 2 level NoordBrabant

NUTS 3 level ZuidoostNoordBrabant

Legal representative Maria Swinkels

Contact person 1 Jon Dawson


Email [email protected] Website www.smarterfutures.eu


Phone Email


No


Smarter Futures European Economic Interest Group is a nonprofit making entity that has extensive experience in the assisted living, smart healthcare and economicdevelopment fields providing guidance, advice and support to public sector bodies. Working alongside regional bodies, they play an active role in the CORAL network,the European Innovation Partnership on Active and Healthy Ageing, the ENGAGED thematic network and contribute regularly to European level conferences andforums. They work closely with many of the regions participating in this proposal – particularly in the UK and Netherlands. They have an extensive track record ofconducting evaluations, organising and facilitating exchange of experience and peer review events, drafting case studies, developing collation methods and analyzingquantitative and qualitative data and influencing policy makers and policy instruments. This experience, gained over many years, is demonstrable at regional, national,European and global levels.


What is the organisation’s role in the project? Smarter Futures will play a full role in the project’s Scientific Support Team. Key tasks, alongside other SST members, include: (a) shaping, facilitating anddocumenting the Exchange of Experience and Peer Evaluation events (thematic learning events and collaborative sessions), Walk the Talk events, workshops andwebinars; (b) developing detailed (qualitative and quantitative) methodological approaches and tools for –baseline, interim and final evaluations: (c) developing thestructure of case studies and, providing initial input and feedback to action plans.



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Partner 17


Name of organisation in original language Norrbottens Läns Landsting

26 / 200 characters

Name of organisation in English Norrbotten County Council

25 / 200 characters


Legal status Public body or body governed by public law Type of partner Local public authority

Address Robertviksgatan 7

Town Luleå Postal code 97189

Country Sweden (SVERIGE)

NUTS 1 level NORRA SVERIGE

NUTS 2 level Övre Norrland

NUTS 3 level Norrbottens län

Legal representative Hans Rönnkvist, Regional General Manager, Norrbotten County Council

Contact person 1 Lisa Lundgren


Email [email protected] Website www.nll.se


Phone Email


No


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Partner 18


Name of organisation in original language Agencia de Qualitat I Avaluacio Sanitaries de Catalunya

55 / 200 characters

Name of organisation in English Agency for health Quality and Assessment of Catalonia (AQuAS)

61 / 200 characters



Address Roc Boronat 8195

Town Barcelona Postal code 08005


NUTS 1 level ESTE

NUTS 2 level Cataluña

NUTS 3 level Barcelona

Legal representative Josep M. ARGIMON

Contact person 1 Anna KOTZEVA


Email [email protected] Website http://aquas.gencat.cat

Contact person 2 (optional) Magda MARTI



No


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Partner 19


Name of organisation in original language Sørlandets Europakontor AS

26 / 200 characters

Name of organisation in English South Norway European Office

28 / 200 characters

Department/unit/division (if applicable) Both divisions (South Norway and Brussels)


Please specify other type European Office

Address Sørlandets Kunnskapspark, Gimlemoen 19

Town Kristiansand Postal code N4630

Country Norway (NORGE)

NUTS 1 level NORGE

NUTS 2 level Agder og Rogaland

NUTS 3 level VestAgder

Legal representative Mr Stig Marthinsen

Contact person 1 Ms Bodil Agasoster


Email ba@southnorway.no Website www.southnorway.no

Contact person 2 (optional) Stig Marthinsen

Phone +47 400 747 50 Email sm@southnorway.no


No


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Partner 20


Name of organisation in original language Autonom'LaB

11 / 200 characters

Name of organisation in English Autonom'LaB

11 / 200 characters


Legal status Public body or body governed by public law Type of partner Agency (different from business support organisation)

Address 12 rue Gemini ESTER TECHNOPOLE

Town Limoges Postal code 87068

Country France (FRANCE)

NUTS 1 level SUDOUEST

NUTS 2 level Limousin

NUTS 3 level HauteVienne

Legal representative Gerard Vanderbroucke

Contact person 1 Valentina Margiotta


Email vmargiotta@autonomlab.com Website www.autonomlab.com


Phone Email


No


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Partner 21


Name of organisation in original language Donegal County Council

22 / 200 characters

Name of organisation in English Donegal County Council

22 / 200 characters

Department/unit/division (if applicable) Social Inclusion Unit

Legal status Public body or body governed by public law Type of partner Local public authority

Address EU unit, Three Rivers Centre, Lifford County Donegal

Town Lifford Postal code County Donegal

Country Ireland (ÉIRE / IRELAND)

NUTS 1 level IRELAND

NUTS 2 level Border, Midland and Western

NUTS 3 level Border

Legal representative Michael Heaney

Contact person 1 Trevor Scanlon


Email [email protected] Website www.donegalcoco.ie

Contact person 2 (optional) Roisin Mitchell



No


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Partner 22


Name of organisation in original language Universitat Politècnica de València

35 / 200 characters

Name of organisation in English Polytechnic University of Valencia

34 / 200 characters

Department/unit/division (if applicable) ITACA Institute – SABIEN Group


Address Camino de Vera, s/n, edificio 8G, acceso B, 1ª planta

Town Valencia Postal code 46022


NUTS 1 level ESTE

NUTS 2 level Comunidad Valenciana

NUTS 3 level Valencia / València

Legal representative Francisco J. Mora Mas, Rector of UPV

Contact person 1 Andrés MoratalRosello, Active LEAR of UPV


Email [email protected] Website www.upv.es

Contact person 2 (optional) Vicente Traver Salcedo, Main technical key person



No


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Partner 23


Name of organisation in original language EARFÜ ÉszakAlföldi Regionális Fejlesztési Ügynökség Közhasznú Nonprofit Korlátolt Felelősségű Társaság

103 / 200 characters

Name of organisation in English ÉszakAlföld Regional Development Agency Nonprofit Limited Company

66 / 200 characters



Address 31 Széchenyi Street

Town Debrecen Postal code 4025

Country Hungary (MAGYARORSZÁG)

NUTS 1 level ALFÖLD ÉS ÉSZAK

NUTS 2 level ÉszakAlföld

NUTS 3 level HajdúBihar

Legal representative Judit Irén BERKI

Contact person 1 Zsófia MÜNNICH


Email [email protected] Website www.eszakalfold.hu

Contact person 2 (optional) Melinda MÁTRAI



No


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Partner 24


Name of organisation in original language Consejería de Igualdad y Políticas Sociales de la Junta de Andalucía

68 / 200 characters

Name of organisation in English Regional Ministry of Equality and Social Policies of the Andalusia Government

77 / 200 characters

Department/unit/division (if applicable) General Secretariat of Social Services


Address Avda. Hytasa 14

Town Sevilla Postal code 41071


NUTS 1 level SUR

NUTS 2 level Andalucía

NUTS 3 level Sevilla

Legal representative Purificación Gálvez Daza, General Secretary of Social Services

Contact person 1 Ana Mª Carriazo, Senior Advisor


Email [email protected] Website http://juntadeandalucia.es/organismos/igualdadypoliticassociales

Contact person 2 (optional) Coordinación Acción Exterior



No


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Partner 25


Name of organisation in original language NHS Liverpool Clinical Commissioning Group

42 / 200 characters

Name of organisation in English NHS Liverpool Clinical Commissioning Group

42 / 200 characters



Please specify other type Public healthcare commissioner

Address 1 Arthouse Square, 6169 Seel Street

Town Liverpool Postal code L1 4AZ


NUTS 1 level NORTH WEST (ENGLAND)

NUTS 2 level Merseyside

NUTS 3 level Liverpool

Legal representative Kathrine Sheerin

Contact person 1 David Horsfield


Email [email protected] Website www.liverpoolccg.nhs.uk


Phone Email


No


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B.2 Policies addressed and territorial context

B.2.1 Policy instrument 1

B.2.1.1 Definition and Context

Definition

Please name the policy instrument addressed Operational Programme from European Social Fund 20142020 for Castilla y León

Please describe the main features of this policyinstrument (e.g. objective, characteristics,priority or measure concerned) and thereason(s) why it should be improved.

The Operational Programme (OP) is structured according to three main objectives/axes. The thematic objectives of the Programme are: promoting sustainable andquality employment and supporting labour mobility (TO8), promoting social inclusion, combating poverty and any discrimination (TO9) and investing in education,training and vocational training for skills and lifelong learning (TO10). Each thematic objective is structured in Investment Priorities and Specific Objectives, amongwhich are: improving employability, developing entrepreneurship and the creation of enterprises, including micro, small and medium innovative enterprises andimproving the adequacy of education and training systems to the labour market. Currently, there is no priority axis or investment priority linked or associated with activeand healthy aging within the ESF Operational Programme. The main reason for improving the OP is to incorporate and develop an investment priority that is notcurrently included: improving employment linked to market development of innovative solutions to promote active and healthy aging. Thus, the principle ofcomplementarity of the interventions would be strengthened and the strategic objectives of the ERDF Regional OP in the field of innovation linked to integrated socialcare and promotion of active and independent life would be aligned with the ESF Regional Operational Programme, exploiting the potential of economic developmentgenerated in this area for job creation.


Is this policy instrument a Structural Fundsoperational programme (i.e. Investment forgrowth and jobs or European territorialcooperation programme)?

Yes

Is the body responsible for this policyinstrument included in the partnership?

No

Please name the responsible body and providea support letter from this body

A letter of support from the “Administrative Unit of the Social European Fund. Ministry of Employment and Social Security” is attached.


How do you envisage the improvement of thispolicy instrument (e.g. through new projectssupported, through improved governance,through structural change)?

GSS, as intermediate body of the OP may implement (supported by INTRAS expert partner in socialhealthcare & innovative processes for social & labour insertion),promote or encourage improvement of the OP through three types of measures: 1)STRUCTURAL CHANGE in the strategic focus of the policy instrument: incorporating a new specific objective into the OP, within its investment priorities, linked to employment creation through innovation in the field of active and healthyaging promotion. adding innovation in the promotion of active and healthy aging to the eligibility conditions of certain actions. including specific indicators to improveinformation on the OP performance framework. 2)NEW PROJECTS supported, using and transferring knowledge acquired to go more deeply into inclusiveemployment creation produced through innovation and market development of smart products and services for active and independent living. Not only new projects oractivities previously identified may be implemented, but also new learned methodologies, already generated training materials, etc., may be incorporated into theplanned projects. 3)IMPROVED GOVERNANCE.Changes in the management, especially geared towards improving the process of identification & selection of actionsand towards methodology for assessing innovative projects and results. Also, changes in management through the promotion of coordination between differentoperations with diverse purposes, pursuing a common holistic goal.


Proposed selfdefined performance indicator(in relation to the policy instrument addressed)

Number of improvements incorporated to management

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Territorial context

What is the geographical coverage of thispolicy instrument?

regional

What is the state of play of the issue addressedby this policy instrument in the territory? Whatneeds to be improved in the territorialsituation?

The objectives of the OP have been established based on the needs identified in the territorial diagnosis, a) with a geographical distribution of the population with significant differences between provinces, a very low population density, a regressive population pyramid, ahigh aging rate and a high rate of people suffering from dependency. b) with an analysis of the main macroeconomic indicators, with a contraction in GDP growth, the fall in the rate of activity and the contraction of the regional economy,while a positive trend in the foreign trade and opportunities in the service sector structure, whose share in economic activity stood at 70.2%. c) with an analysis of the labour market whose dynamics regarding workforce and rates of activity and employment is marked by the economic crisis, while showingsigns of recovery and in recent quarters of 2014. d) with a worsening of the situation of poverty and social exclusion. e) with an analysis of the level of education and training which highlights a high percentage of people with university education and participation rate in lifelong learningactivities above the Spanish and European average.

In this context, increasing the competitiveness of economic activities in which Castilla y León is specialized, through the development of their scientific andtechnological potential to maximize existing resources and capabilities, it is revealed as an essential instrument to cope with the great challenges and achieve theobjectives of the Programme concerning the improvement of employment rates and labour market integration of the most disadvantaged groups.

Specifically, the ESF OP proposes a strategy to address specific needs of the geographical areas, which are the most affected by poverty and social exclusion linked toemployment.


Is this issue linked to the regional innovationstrategy for smart specialisation (RIS3)?

Yes

If yes, how? The ESF OP expressly includes alignment of its specific objectives with the RIS3. GSS and INTRAS (an enabler for Assisted Living Innovation holding Presidency of akey stakeholder cluster) actively participated in its elaboration. Among RIS3 priorities and thematic areas are integrated social and health care, research of innovativesolutions for social inclusion based on organisational changes and of ICT and new technologies to facilitate independent living, with special focus on rural areas.


B.2.1.2 Partner relevance for policy instrument 1

Partner LP Social Services Regional Managing Authority of the Castilla yLeón Regional Government (GSS)

What are the partner’s competences andexperiences in the issue addressed by thispolicy?

Responsible for the design, planning and management of social services. It promotes support and care for families, children, young people and seniors, developspreventive programmes, and stimulates health and social integration of people suffering from dependency and exclusion. The GSS is responsible for the excellence,innovation and quality in the management process of social services, programmes and centres. It has managed ESF projects for an amount of 23,618,427 euros(20072013).


What is the capacity of the partner to influencepolicy instrument 1?

The GSS is an INTERMEDIATE BODY for the Management and Implementation of the ESF Operational Programme and it is part of the Monitoring Committee of the OPand, therefore, its capacity to influence is significant. Within the GSS is the Directorate General for Women, unit responsible for horizontal policy on gender equality andnondiscrimination.


How will the partner contribute to the content ofthe cooperation and benefit from it?

As a lead partner: activities related to management and coordination tasks. We are responsible for the administrative, legal and financial activities necessary forrunning the project. As a partner, GSS will be actively involved in the mutual learning process and will benefit from knowledge sharing and exchange of good practiceson scaling up of assisted living solutions and digital services.





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Partner PP8 INTRAS Foundation


INTRAS is a nonprofit organization with over 20 years of experience addressing socialhealthcare and high quality research on ageing, mental health and assistedliving. Analysing, developing and validating innovative methodologies, processes as well as assistive technologies is its core activity. By holding the Presidency of SIVICluster, built on a quadruple helix model, it fosters and manages an open innovation chain of 49 entities, dedicated to develop the Independent Living domain.



INTRAS has a portfolio of communitybased attention care centres managing intermediate socialhealth & sociallabour integration services for older and disabledpeople holding permanent cooperation with the Regional Government creating models of practice as the integrated mental health model, coordinating the InnovationCentre and leading the SIVI Cluster. INTRAS is continuously participating in public consultation actions as a key enabler of the Independent Living InnovationEcosystem.



As a partner, INTRAS brings to the mutual learning process its experience on innovation of processes in the promotion of active and healthy life field. With a solidexperience on European and Cooperation projects and as a key enabler, INTRAS will be working closely with the GSS and involving key stakeholders in theparticipative process for planning and deploying actions and favourable conditions linked to employment creation through innovation in the field of promoting activeand healthy aging.


B.2.1.3 Stakeholder group relevant for policy instrument 1

Please provide the indicative list ofstakeholders to be involved in the project

Administrative Unit of the Social European Fund. Ministry of Employment and Social Security. MANAGING AUTHORITY. Directorate General of Budgets and Statistics of the Castilla y León Regional Government Public Employment Service of Castilla y León Regional Ministry for Education of the Castilla y León Regional Government UGT, CCOO, CECALE The Red Cross, Caritas, Gypsy Secretariat and ONCE Foundation Economic Development Agency of Castilla y León. Cluster SIVI


Role of these stakeholders in relation to policyinstrument 1?

Administrative Unit of the Social European Fund. Ministry of Employment and Social Security. (Policymaker) Directorate General of Budgets and Statistics of the Castilla y León Regional Government. Main Intermediate Body of the OPESF and Managing Authority of the OPERDF for Castilla y León 20142020. (Policymaker) Public Employment Service of Castilla y León. Intermediate Body of the OP ESF and manager of operations. Regional responsible for policy on Employment.(Policymaker) Regional Ministry for Education of the Castilla y León Regional Government. Intermediate Body of the OP ESF and manager of operations. Regional responsible forpolicy on Education. (Policymaker) UGT, CCOO, CECALE. Trade unions and business organizations in the Monitoring Committee of the OP ESF (Beneficiary) The Red Cross, Caritas, Gypsy Secretariat and ONCE Foundation. Organizations of the nonprofit entities responsible for inclusion present in the MonitoringCommittee of the OP ESF. (Beneficiary and Target Group) Economic Development Agency of Castilla y León. Regional business development agency. Responsible for Innovation. (Policymaker) Cluster SIVI Regional cluster for Innovative Solutions for Independent Living, counting on 49 members representing the quadruple helix. (Beneficiary and TargetGroup)


How will this group be involved in the projectand in the interregional learning process?

A stakeholder group will be created with a fourfold purpose: participating in the project through the activities and meetings, and assisting in its implementation,especially in the design and subsequent implementation of the Action Plan; having the support of the main entities involved in the management and implementation ofprojects of the ESF OP, in order to enable the incorporation of knowledge and good practices; having the support and participation of main entities that will make up theMonitoring Committee of the ESF Operational Programme, in order to count on their collaboration for structural changes; and serving as diffusing entities, in their ownfield of action, of good practices and of knowledge acquired, also assimilating improvements and changes in management, especially in the methodologies forassessing and measuring impact and results.

The purpose is that the composition of the stakeholder group meets properly the third level of learning, the actors involved in the development and implementation ofthe policies, but also, in an inclusive manner, the individual and organisational learnings. The main instruments will be meetings with the stakeholder group, withoutprejudice to the selective participation in some workshop or seminar. The project has the backing of the regional government, which implies the involvement of itspolicymakers and mobilisation of all established channels of cooperation and collaboration with stakeholders in the region.





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Definition

Please name the policy instrument addressed Operational Programme SouthNetherlands ERDF 20142020 (OPSN). Theme 1 Research and innovation.


SouthNetherlands consists of the provinces of NoordBrabant, Limburg and Zeeland. Budget for 20142020 from ERDF is € 113.627.056. Total budget: €321.591.238.

Aim: to strengthen potential for research and innovation and supporting the shift to a resourceefficient and low carbon economy.

Priorities: increase research and innovation intensity SMEs and support development and roll out of lowcarbon technology.

Impact: support to and increase of innovative SMEs (including the RIS3 cluster Life Sciences & Health), more new products and successful business cases.

To be improved: We need a better process for integrated policy development in which the social, economic and spatial domains are involved. We need a moreintegrated regional policy for sustainable innovation. Only then societal challenges like active and healthy ageing can be tackled better and new innovative businessdevelopment can be supported. This means the developing public private partnerships for shared risks and initiating multihelix learning ecosystems in which allstakeholders are involved. For the NoordBrabant's societal challenge 'validation and scaling of smart solutions for active and healthy ageing' the next OP needs tofacilitate better the new role of the regional government as a catalyst in the regional learning ecosystem. Also be able to facilitate better the crossovers betweenclusters and other promising domains.



Yes


Yes

Name of this responsible body PP2 Province of NoordBrabant


STRUCTURAL CHANGE: To achieve a better process of integrated policy development resulting in regional policy for sustainable development the OPSN has to beimproved so that it facilitates this process better. We need a transition to a 'learning economy' so that the region is better prepared to deal with societal challenges andto create new innovative business. The region needs to change into a learning system to be more adaptive and able to react on the rapid changes in today's complexand dynamic society. The creation of multihelix stakeholder learning ecosystems is essential where now OPSN entails only triple helix networks. Our issue is thesocietal challenge of active and healthy ageing (AHA) and validation and scaling of smart solutions for AHA.

IMPROVED GOVERNANCE: For societal challenges like AHA, it is essential to involve all stakeholders in the process of policy development and the learningecosystem. The development of the next OPSN needs a different approach in which competent and qualified stakeholders participate in governance.

NEW PROJECTS supported: One or more new projects facilitate the learning ecosystem in which all stakeholders work on validation and scaling of smart solutions forAHA. These projects have to be part of a new regional scaling strategy. The AHA ecosystem entails subecosystems focussing on specific themes like dementia, fallprevention, care on distance, user centric design, mhealth, 24/7 care, impact investment.



% of companies of total of innovative companies that collaborates in multi helix learning ecosystem

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Territorial context


regional


South Netherlands wants to remain one of the most innovative and competitive regions in Europe. Therefore strengthening the open innovation ecosystem andimproving the position of SMEs in that ecosystem is crucial.

Our issue and societal challenge is the actual validation and scaling of smart solutions for active and healthy ageing that are past the research and pilot phase. That isa broad spectrum of ICT solutions and services for independent living and integrated care. To achieve the triple win of a futureproof care system, more quality of life forcitizens and market opportunities for innovative companies. A dozen of barriers prevent a serious market uptake and implementation. This societal challenge is ofenormous complexity because of the high number of stakeholders and barriers involved and the high acceleration of technological development. What today isadvanced and high tech is obsolete by tomorrow. The only effective strategy is the transition to a learning ecosystem in which all stakeholders collaborate in a processof learning by doing. Our immature regional ecosystem by all means is part of the larger European learning community of stakeholders. This means a paradigm shiftin how local and regional policy has to be developed and implemented in codesign with all stakeholders. We need a better process for integrated policy development.It also means a radical process of societal transition in which all stakeholders are made aware of the issue and are mobilised into action. We also need morecapacity building of stakeholders to improve their competences for learning. Initiating learning ecosystems is about building communities were people from a widevariety of disciplines can trust each other and actual learning can take place. The regional government has to be reinvented to be able to deal more effectively withtoday's societal challenges.



Yes

If yes, how? Operational Programme South Netherlands is a direct implementation from the RIS3 in which the cluster Life Sciences & Health is a part of. 'Health, demography andwelfare' is one of the societal challenges, which is focused on. RIS3 wants to enhance 'triple helix cooperation' using social innovation, design disciplines as enablersof innovation, cocreation, living labs and testing grounds. But this is not well reflected in the OPSN and too limited for the issue of active and healthy ageing.



Partner PP2 Province of NoordBrabant


NB: developed the 'Smart Health Brabant' strategy on validation of smart solutions for active and healthy ageing. Initiated basic multihelix learning ecosystem inwhich NB has role of catalyst. Is active partner in European Innovation Partnership on Active and Healthy Ageing and coordinates Action Group 'Independent Living'and is a 3star Reference Site. Is cofounder of the Community of Regions for Assisted Living (Coral) and was partner in many European projects like Interreg IVC.



The province of NoordBrabant (NB) is the MANAGING AUTHORITY for OP South Netherlands. The issue and societal challenge of active and healthy ageing is one offour top priorities in regional strategical policy and therefore it is directly in our capacity to influence. Also some stakeholders in the issue of AHA have together with usinfluence on OP South Netherlands.



NoordBrabant contributes by sharing experiences in developing and implementing regional policy on scaling smart solutions for AHA. Specifically in building a basicmultistakeholder learning ecosystem. Our experts sits in the Scientific Support Team responsible for quality and methodology, and we organise the EEPE 4 and 5events on validation and scaling in M16. NoordBrabant benefits by learning from knowledge and experiences from other partners specifically on implementation andinvestment.





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1) Municipalities: The cities of Breda, Tilburg, Roosendaal, Helmond, Eindhoven 2) Universities & Universities of Applied Sciences: Paramedic Academy part of Fontys University of Applied Sciences Eindhoven University of Technology 3) Companies/industry: Mextal, part of TKH Holding Simac 4) SMEs: Gociety Smart Homes Qvita 5) Enduser organisations like older adult associations, patient platforms and organisations from professionals in health and care: VMBO Zorgbelang Brabant BRIZ 6) Impact investor: ABN AMRO Bank 7) Insurance companies: VGZ CZ 8) Subregional multihelix ecosystems for validation of smart solutions AHA: Care Innovation Center Cooperation Slimmer Leven 2020



All our stakeholders have an interest in a better integrated policy development. Their role to policy instrument 1 follows directly from their role in the validation andscaling of smart solutions for AHA: 1) Legal responsibility for care and welfare for citizens. Procurement of smart tools and services for AHA Making local policy to deal with issue AHA related to socialand economical agenda. 2) Research in field of active and healthy ageing. Providing methodologies for the learning ecosystem. Education of professionals in several related disciplines. 3) Larger companies develop smart solutions in living labs with other stakeholders and play keyrole in validation and actual market uptake. 4) Most innovations are developed by SMEs and play a vital role in validation and scaling. SMEs have the most difficulties to participate in the learning ecosystemsbecause of a lack of time and budget. Influence on policy is crucial for them. 5) User centred design and involvement of endusers like older adults, chronically diseased and professionals in health & care is crucial for better solutions andsuccessful validation.6) Missing now in the ecosystem and we need to involve them for new innovative approaches with the use of new investment models like impact bonds. 7) Insurance companies are the financers of healthcare and have large impact on decisions and procurement. 8) Subregional multihelix networks and entities play important role in validation.



A basic and immature multihelix stakeholder learning ecosystem is established and most of the above mentioned stakeholders are already involved in NB. But this isjust the tip of the iceberg in terms of its full potential in stakeholders involved and intensity and effectiveness of learning. Much more stakeholders need to be mobilisedand trained for serious validation, scaling and market uptake as part of the European learning community. Also missing stakeholders like impact investors need to beconnected and this can only be done successfully on a European scale. This project will provide much more and better opportunities for all regional stakeholders to beactive and part of the European multi helix ecosystem and connect with their peers in other regions. The project adds perfectly to the strategy of the province to connectthe regional and European learning networks better. Both in terms of amount of connections as well as in the intensity of learning and cooperation. Stakeholders arealso highly motivated and experienced to work with European partners and will participate to the EEPE events to learn from and give feedback to other regions onspecific topics.





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Definition

Please name the policy instrument addressed Regional Operative Programme ERDF 20142020 of the Marche Region


Act. 9.1: Project related to the export promotion addressed to the enterprises as well as to their aggregations identified on territorial or sectorial base. This specificaction aims at the consolidation of internationalisation actions of SMEs through the promotion of SMEs competitiveness in the smart care sector thanks to interclustering actions at international level and the testing into the contamination labs within the Marche Region.

Act. 9.2: Incentives to purchase internationalization supporting services for SMEs. The action is directed at a wide audience of small and mediumsized enterprisesthat have little or no familiarity with the processes of internationalisation and therefore require less sophisticated measures of support but definitely more affordabledue to lower administrative burden.

Reasons why the ERDF POR should be improved: Le Marche is one of the few Italian regions to have adopted a specific law on internationalisation, also recognisingthe central role of this process for the development of the regional economy. However, the majority of SMEs have strong difficulties in the process of penetration inforeign markets, especially with reference to the process of gathering the necessary information to analyze the feasibility of foreign investments on smart care, the lackof qualified personnel and the transport costs becoming prohibitively expensive outside the euro zone, other than the uncertainty about the returns on investments.



Yes


Yes

Name of this responsible body PP3 Marche Regional Authority


The improvement of the chosen policy instrument will be realised through effective interregional cooperation within the consortium to import new projects/initiatives tobe financed by regional calls. The focus is to deliver supporting measures to SMEs in developing consumer markets for smart care services and products to exportand leverage their internationalisation processes. The interest is also in exploring new forms of finance that benefit the SMEs willing to be involved in collaborationactivities for the development of innovation and scaling up of smart care solutions to test and expand into transnational markets. The capacity to provide financialresources and offer supporting measures is essential in order to develop and effective plan to internationalise SMEs operating in the smart care.

The import of new projects/initiatives has to be interconnected with the implementation of innovative tools/methodologies as lesson learnt from other regions to applywithin the organisation and management of regional calls. This approach is seen as a leverage to reach the objective of improving interclustering activities as well ascontamination labs within the regional territory which are useful in order to test advanced services for SMEs willing to internationalise. To this aim, it also essential thedevelopment of the regional ecosystems, and its expansion at transnational level, can strengthen the region’s smart care sector as a catalyst factor for innovationand growth.



Number of new projects/initiatives funded by regional calls

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Territorial context


regional


The Marche Region’s SMEs have always shown a good attitude for foreign trade. In 2013 exports grew by 12.3 % (+45% from 2009) while the incidence of exports toregional GDP has risen of 29.0 % in 2013, a value higher than the National average (24.7 %) and then returned to the pre – crisis levels (29.9 % in 2007). Among themain foreign markets, other than the euro area, there are the United States and the Asian countries. Despite this positive trend, it is clear that it is mainly the sectorswith a mediumhigh technological content and businesses which operated a repositioning towards mediumhigh products that are making a big contribution toexports. The majority of SMEs face great difficulties in the process of penetrating foreign markets. Given this situation and simultaneously providing structuralmeasures for strengthening the technological enterprises and the diversification of industrial systems, the change that the Marche Region intends to achieve is topromote a greater participation of SMEs in the internationalisation process, removing cultural, geographic and financial obstacles that have so far affected the ability ofthe regional enterprises to project on a real dimension of the international market. In this sense, the actions 9.1 and 9.2 of the Priority Axis n.3 abovementioned, havebeen designed with the aim to deliver supporting measures to SMEs in terms of developing consumer markets for smart care services and products to export andleverage their internationalisation processes. Moreover this process will also be supported by the adoption of interclustering activities as well as contamination labsanimated by regional ecosystems in an innovation perspective.



Yes

If yes, how? The Marche RIS 3 strategy moves with a view of reconstruction and revitalisation of the productive regional system by identifying some areas of innovative andadvanced technology: home automation, mechatronics, manufacturing sustainable and intelligent, health and wellbeing. Within these focused areas, there are thefollowing actions: promoting innovative solutions to meet the social challenges; system actions to support the internationalisation of business.



Partner PP3 Marche Regional Authority


The Marche Region ERDF MANAGING AUTHORITY is in charge of managing the financial/administrative level of the implementation of the programme. On the otherside, the management and implementation of the policy addressed by the ERDF ROP (and RIS3) are in charge of each relevant unit. In this scenario, The Departmentof Public Health – Regional Health Agency Hospital Care, EmergencyUrgency, Research and Training is responsible for the design and realisation of health andsmart care policies.



The Marche Regional internal organisation foresees that each relevant department must provide the ERDF Managing Authority with objectives and strategies on theirown focused themes. Regarding smart care, the Department of Public Health – Regional Health Agency Hospital Care, EmergencyUrgency, Research and Training(project partners) manages the development of the Health and SocialHealth Regional Plan, promoting sociohealth integration and the scaling up of innovativesolutions.



Marche Region has a wide experience in EU projects on ambient assisted living, having strong knowledge to support these policies. Due to that it will coordinate theframework strategy for the drafting of partners’ action plans, will host a “walk to talk” event and lead the local stakeholders group. From SCALE Marche Region isinterested in gaining know how and good practices to adapt in its territory in order to improve the internationalization of SMEs in the smart care sector.




1. Marche Region – Department of EU Policies and ERDF/ESF Managing Authority 2. Marche Region Department of Public Health – Regional Health Agency Hospital Care, EmergencyUrgency, Research and Training 3. Marche Region Department of Internationalisation




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4. Polytechnic University of Marche 5. Camerino University 6. Urbino University 7. Macerata University 8. INRCA National Institute of Health and Sciences on Ageing 9. Confindustria Marche – National Confederation of industries 10. CNA Marche National Confederation of Crafts and SMEs 11. Confartigianato Marche – National Association which represent the interests and provides services for crafts and small sized enterprises. 12. Certified Incubator JCube 13. Accelerator, Incubator, coworking « THE HIVE»



The chosen composition of the stakeholder group is mixed, composed by actors already involved in the drafting and implementation of the policy instrument and byother actors relevant for the regional territory but not jet involved in this process. These actors belong both to targeted institutions and also to emerging knowledgebased communities which can bring into the project the needs and knowledge from other perspective than the institutional ones. Within the implementation of thepolicy instrument, stakeholders will play the role as beneficiary, policy makers or target group in relation to their contribution.

Stakeholder n. 1, 2 and 3: beneficiary, policy makers

Stakeholder n. 4567891011 and 13: target group



In the framework of Marche Regional ERDF 20142020 Operative Programme the participation of local stakeholders has been realised through regular local meetings,the involvement of the sectorial Regional Departments as well as the institution of the “Partnership Forum”. This is aimed to enforce the involvement of the economicsocial partnerships in the execution of Structural Funds and deciding the strategic programming measures of the regional policy to implement thorough the integrationof financing instruments. Due to the “Partnership Forum”, representatives from business association, universities, technological centres, local entities have beencontributing for the design of the Operational Programme.

Through this project, we would like to involve members of the “Partnership Forum” in the improvement of the chosen policy instrument as well as to reinforce andenlarge it through the inclusion of other bodies which belong both to relevant sectorial entities and also to new communities of noninstitutional knowledge basedactors (innovation hubs, contamination labs, accelerators, etc.). Their involvement will be realised through the participation in the main projects events and activities (arepresentative will be identified each time according to topics addressed and expertise) as well as through local meetings on occasion to transfer the acquiredknowledge, discuss and evaluate the outcomes of the mutual learning and sharing needs for the drafting of the action plan.





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Definition

Please name the policy instrument addressed Regional Operational Programme for the Malopolska Region for 20142020.


The main objective of Priority Axis 9 (“Socially cohesive region”) is to increase intraregional cohesion in social and health benefits. Specific Objective 1 (“Promotion ofsocial inclusion, tackling poverty and all forms of discrimination”) aims inter alia to improve the quality and accessibility of social services, including activation ofdependent people, meet their needs in a way that supports their independence and social participation. This may be achieved by providing care and domesticservices, rehabilitation services, telecare, counselling and psychological support, organising activities that support the activity of seniors and people with disabilities,as well as ensuring the implementation of local services by these institutions.

The instrument should be improved because telecare is at the early stages of development and it’s implemented within pilot actions. We need to create a system foractive and healthy ageing (AHA) and ambient assisted living (AAL). What is more, in the Regional Operational Programme, interventions are focused mainly onstationary care, day centres, nursing homes and seniors’ centres we plan to demonstrate that telecare positively influences quality of life and answers the older anddisabled people’s needs, especially in the psychological dimension.



Yes


Yes

Name of this responsible body PP4 The Malopolska Region


We are going to improve the policy instrument by implementation of NEW PROJECTS focused on telecare with elements of medical care within the ROP forMalopolska (PA 9, Action 9.2). Although there is technology and business capacity to develop telecare services in the Malopolska Region, there is a lack ofmethodology on how to organise this in a systematic way. SCALE will allow us to learn from more developed regions about what is possible and will support to us tofind a way to transfer good practices to our region.

Telecare needs to be developed in the Malopolska Region, as the level of quality of social care services for older and disabled people is quite low. People prefer tostay in their own homes for as long as they can. This is a challenge, because about 64% of Poles declare to live in old age in their own apartments using temporaryhelp from relatives. Disability affects about 62.5% of people 70+ and over 73% of people 80+; and 96.4% of people aged 70+ reported at least one chronic disease.



Number of older or disabled people covered by the programme

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Territorial context


regional


There are about 100 institutions in Malopolska which offer social care services for older people (social welfare homes, longterm care institutions, hospices, dailynursing homes etc). In addition there is longterm home nursing care. The quality of these services is a very important issue to be solved because – following theassessment report of the Supreme Audit Office in 2010 – none of the controlled health care centres in Poland and only 56% of day centres meet the standards.

Care is often provided by younger relatives – every fifth Malopolska citizen is responsible for the unpaid (free of charge) care of older people. In addition, needs farexceed the implemented provision of day and home care for older people.

Referring to statistics, about 59% of Poles think that older people should live with one of their children, to provide them with care, and 64% of Poles in old age wouldlike to live in their own apartment using temporary care provided by their relatives.

We have already identified some good practices in Poland concerning active and healthy ageing solutions. For example, there is the Medical Active Care in Chorzów(Silesia Region), a wellequipped and modern centre, which provides services for older and disabled people. There are some private entities that developtechnological solutions for ambient assisted living identified in Poland and specifically in the Malopolska Region. However, a lot of activities are undertaken in theframe of pilot actions and there is a lack of a system solution i.e. an established ecosystem based on the quadruple helix.



Yes

If yes, how? One of the smart specialisations for the Malopolska Region is Life Sciences,which are strongly linked with improving the quality of life of the citizens. Recently RIS3has been reviewed and updated to include AHA, ehealth and telecare. The updated RIS has not yet been approved. Innovative solutions for AHA may be implementedwithin Strategic projects: G.1. Public eservices and electronic communication of public institutions AND Strategic projects G.3. Modern ICT infrastructure for residents.



Partner PP4 The Malopolska Region


We are the MANAGING AUTHORITY for the Regional Operational Programme for the Malopolska Region 20142020 (as well as in 20072013). We are responsible forthe management of the Regional Innovation Strategy. We are experienced in cooperation concerning AHA: ADAPT2DC (Central Europe Programme 20072013). PEOPLE (INTERREG IVC). We were the Intermediate Body for the Operational Programme Human Capital for 20072013. Malopolska has been a member of theCORAL network since December 2013.



As the Managing Authority, we are responsible for the implementation of ROP, therefore we will monitor the realisation of PA 9. As the regional authority, we can involvepolicy makers and influence them with recommendations in order to improve the quality of life of older and disabled people by e.g. development of telecare. We arealso responsible for Regional Strategic Programmes which are the tool for implementation the Regional Strategy of Development for period 20112020.



The partner will contribute expertise on development of regional strategies on AHA and will be actively involved in the mutual learning process. The partner will benefitfrom the project through increased capacities in building / management of the AHA innovation ecosystem and in implementation of telecare solutions to increase thequality of life of its citizens. The ambition of the partner is to prepare the concept of a regional system of telecare with elements of medical care.




1) Regional Assembly of the Malopolska Region. (Policy Maker)2) Public institutions involved in social care issues: (Target group) Regional Centre of Social Policy Municipal centres of social care 3) Universities, e.g.: (Beneficiary) Collegium Medicum of Jagiellonian University




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Cracow University of Economics AGH University of Science and Technology 4) Healthcare institutions, e.g.: (Beneficiary/Target group) The John Paul II Hospital in Krakow The University Hospital in Krakow The Regional Hospital in Tarnow 5) NGOs, e.g.: (Target group) Polish Red Cross Innovative Medicine Institute 3rd – Age Universities 6) Business / clusters, e.g. (Beneficiary) LifeScience Klaster Krakow MedCluster (Tarnow) Silver Media



1) Policy makers will be addressed by the project’s recommendations and regional action plan in order to improve the policy instrument. 2) Public institutions will support the partner in developing the ecosystem and in implementation of telecare solutions. They will be the source of information from thefinal beneficiaries and at the same time they will be the target group of project outcomes. 3) Universities will ensure expertise and technology development / innovation to be tested in Living Labs / testing grounds. Experts from universities will be able toprepare strategic documents / regional action plan. 4) Healthcare institutions will help in testing new solutions, they can facilitate the testing ground or support development of a Living Lab. They will deliver results oftests and at the same time they will be the target group of project outcomes. 5) NGOs will help in reaching the final beneficiaries – older and disabled people. They can be involved in a campaign for increasing social awareness of telecareopportunities. They will be the source of information from the final beneficiaries and at the same time target group of project outcomes. 6) Business will be involved in developing the telecare system. They can deliver / test / improve technology to increase the quality of life of older and disabledpeople. They are private sector organisations and they will be the source of information about technologies / supply and the target group of project outcomes.



All stakeholders will be actively involved in the project implementation by participating in the exchange of experience and peer evaluation (EEPE) events, workshopsand seminars. They will be included in the intraregional partnership and be invited to support the region in the project implementation – both on strategic and practicallevels. Consequently, they will be a core element of the innovation ecosystem that will be developed in the future after the project end. Policy makers will be informed about the project’s progress and they will be familiarised with the project recommendations and regional action plan. Public institutions involved in social care, NGOs and healthcare institutions will support the practical activities – especially reaching the final beneficiaries of thetelecare system. Business entities and universities will ensure technology, knowledge and expertise on current and future telecare solutions. Such an intraregionalpartnership enables development of AHA innovation ecosystem and testing innovative solutions within living labs and testing grounds. In addition, we plan to involveall stakeholders in the development of the concept of the regional system of innovative telecare (with medical care elements). What is more, we plan to engage stakeholders’ expertise in improving the quality of services in public social welfare homes which is much lower than in the same typeof institutions owned by the private entities.





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Definition

Please name the policy instrument addressed Scottish ERDF Operational Programme (OP) Strengthening RTD & Innovation priority in support of growth & jobs within the Scottish European Funds & State division


In 201420, Scotland will focus Structural Funds on achieving structural reforms which facilitate sustainable economic growth. The Scottish ERDF OP identifies thatencouraging innovation and improving levels of commercialisation is vital to boosting growth. Thematic objective 01 – Strengthening research, technological development and innovation. Specific objective –1B Promoting business investment in R&I,developing synergies between enterprises, R&D centres and higher education sector, promoting investment in product/service development, technology transfer,social innovation, public service applications, networking, clusters and open innovation through smart specialisation, and supporting technological and appliedresearch in enabling technologies and diffusion of general purpose technologies. Priority: Life Sciences are identified within the Scottish Smart Specialisation Strategy(S3) as a specific priority. TO BE IMPROVED: Scotland needs more of its businesses investing in innovation and drawing on research to increase globalcompetitiveness. The SCALE project will enable us to add value to ongoing work in Scotland on knowledge exchange across all S3 sectors, by providing insight onsector specific approaches from across the SCALE partnership. It will promote interaction within the innovation system – public authorities, SMEs, researchers, ICTnetworks which is critical to improve engagement & investment in product / service development & enabling technologies.



Yes


No


Managing Authority: The Scottish Government. A letter of support from the “The Scottish Government” is attached.



The policy instrument will be improved through knowledge transfer & learning across regions. Scotland will learn and share good practices on scaling up of assistedliving solutions, allowing a wide range of innovation, including digital services and enabling technologies. Knowledge transfer will allow the Scottish innovation system local businesses, SMEs, researchers, public authorities and ICT networks to interact effectively to improve engagement and investment in innovation. Scottish policymakers responsible for the operational programme and for digital enabling technologies will interact with peers across Europe to share good practices and developcommon solutions to generate more efficient, competitive and jobcreating economies. This knowledge will enable policy makers to initiate local change needed tomake a difference, enhancing engagement and investment in innovation. The outputs from the project will contribute towards the Scottish midterm review of the OP in2017, and will seek to influence post2020 regional policy in participating regions. The policy instrument will be improved through IMPROVED GOVERNANCE and theimplementation of NEW national & European PROJECTS focused on technology enabled care solutions. Building on Scotland’s Digital Health Ecosystem, the SCALEproject will stimulate a coordinated, partnershipbased approach to the delivery of assisted living solutions, linking existing solutions, stimulating innovation andsupporting scale up.



Number of enterprises cooperating with research institutions

61 / 200 characters

Territorial context


regional


Scotland has a business culture that historically favours mergers and acquisitions over longterm innovation and investment, as well as perceived high risk involved ineven smallscale innovation. To reach EU 2020 targets, Scotland needs more of its businesses investing in innovation and drawing on research to maintain andincrease global competitiveness. The enhanced interaction and partnerships will join up our regional networks and clusters to encourage and support businessinvestment and innovation. This will help business to capitalise on existing strengths, promoting investment in product / service development, social innovation andkey enabling technologies. Enabling technologies and the key role they play in the integration of health and social care in Scotland is central to the Government’splans. This commitment is reflected in key strategic documents (e.g. Scotland’s Digital Future, A National Telehealth and Telecare Delivery Plan & National eHealthStrategy) that promote a “digital first” approach, utilising technology to redesign services and promote innovation to improve service quality and efficiency. Much hasbeen achieved in Scotland in recent years, including the implementation of: the national Patient Management System in Scotland’s hospitals; the Key InformationSummary in all GP practices for patients with longterm conditions; adoption of clinical portals by NHS Boards; increased uptake of telehealth and telecare; and theexpansion of the Living it Up digital platform to support selfmanagement and wellbeing of Scottish citizens. Scaling up of assisted living solutions and digital servicesremains a challenge. Access to, and uptake, of technologyenabled care solutions must be improved to ensure that citizens can benefit from a range of innovation.There is an urgent need to work across sectors private and public, research and academia and industry to drive efficiency and realise best value to benefit ourcitizens and regional economy.



Yes

If yes, how? Scotland is currently undertaking a refresh of its RIS3. Life Sciences is already identified as a key growth sector as part of Scotland’s Smart Specialisation approachand, aligned with ongoing Scottish cooperation initiatives with other regions with complimentary RIS3, this project will seek to influence the current refresh in order tosupport technologyenabled care and assisted living solutions within this context in the ERDF OP post midterm review.



Partner PP5 NHS 24 / Scottish Centre for Telehealth and Telecare


NHS 24: Supports the delivery of technology enabled care services in Scotland. Supports the development/implementation of regional digital health policies. Providesconsultancy services for partner organisations. Sources funding for new service developments. Leads development of new services. Supports knowledge transfer. Coordinates the EIP on AHA B3 Action Group and is a 2x 3star Reference Site. Is a partner in European projects, including Interreg IVC, Public Health Programme, CIPand FP7



The Scottish Centre for Telehealth and Telecare (SCTT) is part of NHS 24. SCTT’s Director sits on the Scottish Government’s eHealth Strategy Board which reportsdirectly to the Health & Social Care Management Team in Scottish Government. SCCT Director chairs the Digital Health and Care Institute’s Board which influencesthe digital health innovation agenda in Scotland. This provides NHS 24 with 2 clear routes to influence the development and implementation of Regional OperationalProgramme.



NHS 24 will contribute to the content of cooperation via its leading role in the Ecosystem work stream of SCALE project. NHS 24 will benefit from knowledge sharingand exchange of good practices on scaling up of assisted living solutions and digital services.




1. Scottish Government (MANAGING AUTHORITY)2. Telehealth and Telecare Learning Network (TTLN)3. Digital Health & Care Institute (DHI)




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1. Policy maker, Beneficiary and Target Group. Is the managing authority of the Operational Programme ERDF, and is responsible for the design and implementationof the Operational Programme. It also funds the implementation of the national Technology Enabled Care (TEC) Programme which supports the atscale deploymentof technology enabled care across health, care and housing sectors. In support of the TEC Programme, the Scottish Government provides funding for the infrastructurefor effective knowledge transfer through its TEC Improvement Programme. 2. Target Group. It seeks to share learning about effective, atscale implementation of assisted living solutions, telecare and telehealth. The TTLN members representall sectors including social care, housing, health care, voluntary sector, academia and SMEs / industry bodies. The TTLN works closely with the TEC ImprovementProgramme to ensure that the respective network activities are complementary. 3. Beneficiary and Target Group. Capacity and expertise in digital health and care and embedding innovations. Expertise in new ways of working and strong links withacademia, industry and health and social care partners. It facilitates the Scottish Digital Health Ecosystem to courage knowledge transfer from a business andeconomic development perspective between key stakeholders from all sectors (industry, SMEs, academia, government, health and care providers).



Participation in SCALE will ensure that these three existing national networks / ecosystems work together to ensure that good practices are shared within and acrossthe Scottish and SCALE ecosystems and that learning, outcomes and evidence are reflected in national policies going forward. The Stakeholder Group members willactively participate in all aspects of the SCALE project – the baseline mapping, mutual learning events interacting with peers from other regions, and contributing totransnational transfer of lessons learned which will, in turn, directly influence our Regional Operational Programme and associated national policies.





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Definition

Please name the policy instrument addressed Regional Operational Programme ERDF. REVUS Regional Growth and Development Strategy.


REVUS is the Region of Zealands SFP action plan for the Regional Operational Programme ERDF.

Budget for 20142020 from ERDF is €110, of the total national budget: € 547 mio.

Objectives of the Region Zealand SFP for 201518 are: Major construction works, such as the hospitals, to contribute to growth and employment. Two new clusters are to be set up. 4% more companies will introduce new products and services. Increased export and collaboration with neighbouring regions. Innovation increases productivity and ensures growth. A strengthened digital infrastructure makes it attractive to live and work in all parts to the region.

Five new “super hospitals” are currently under construction in Denmark in each of the five Danish regions. A national partnership has been set up for health andhospital innovation to ensure that the growth potential of the major hospital investments in Denmark is exploited. Integrated health care centres are being set up in themunicipalities. Detailed regional objectives for health are described in the Regional Health Agreement, “Sundhedsaftale 201518”

A strengthened PublicPrivate collaboration, including structured knowledge sharing in the Region of Zealand will help ensure the development and implementation ofsmart health innovations, and thus contribute to meet the objectives of the REVUS in terms of growth and development



Yes


No


Managing Authority: Growth Forum Region Zealand. A letter of support from "Growth Forum Region Zealand" is attached.



The SCALE project can contribute to meeting the REVUS objectives.

SCALE will mainly contribute to implement new products and foster STRUCTURAL CHANGE through:

• Ensure better collaboration between public and private partners within the health sector. • Better access for companies to regional and municipal public service health systems – thus increased growth. • Better access for Danish companies to markets abroad – increased growth. • Bringing new innovative services and products to the market. • Ensure a much better stakeholder web, with structured collaboration. • Educating a competent workforce within the field of health innovation. • Increase knowledge levels and access to new health care solutions from abroad through exchanges between health ecosystems.



Number of innovative health solutions from abroad transferred to Zealand

72 / 200 characters

Territorial context


regional


There is a general lack of overview of the actors within the field of health innovation in the Region of Zealand. Lots of small initiatives are taken and pilots run within themunicipalities, the hospitals, the professional schools and from the Region, but no system provides for an overview and ensures a smooth and wellfunctioninginformation system allowing all the actors to move forward together in modern publicprivate partnerships.

This creates confusion in the private sector, as it is unclear how to approach the public sector, how to test and how to sell. And the public sector is unsure as towhether it is allowed to talk to private actors, thus impeding the spreading of new, and better solutions, and the ensuing growth. There is some exchange of bestpractice and learning initiatives between the Danish Regions, but this is not very systematic.

There is even less contact with, and learning from, foreign regions. A better mapping of the players, a systematic collaborative and learning approach, access to livinglabs and test results would facilitate the contact between suppliers and buyers of new and innovative health services.

In addition, the Region of Zealand, has particular geographical challenges with many remote and socially challenged villages with little or difficult access to healthcare.New solutions are urgently needed, and experience from abroad would be most welcomed.



Yes

If yes, how? The Regional innovation strategy for smart specialisation identifies the need for better public–private collaboration in major construction works like super hospitals. Itstates the need to work systematically to enhance innovation, educate the workforce, ensure better digital infrastructure and help private companies get products tomarket. The SCALE project will equip the Region with a health innovation ecosystem, knowledge sharing between test centres / living labs and an improved market.



Partner PP6 Region Zealand


Region Zealand runs the hospitals in the region, finances the general practitioners and implements collaborative schemes with the care sector run by themunicipalities. Region Zealand, as intermediate and Vækstforum Sjælland (Growth Forum Zealand) as Managing Authority defines and implements the regionalgrowth strategies partly financed by ERDF. Region Zealand is party to the EIP AHA action group B.3, core member of CORAL, and participate in several EU projects onscaling of AHA.



Region Zealand is the INTERMEDIATE BODY of the SFP action plan for the Regional Operational Programme (ROP) ERDF, as defined in REVUS by the managingauthority, Vækstforum Sjælland (Growth Forum), and the Region jointly. The issue and societal challenge of active and healthy ageing is a priority in this programmeas well as in the regional strategic health agreement. The Region and Vækstforum will monitor the effects of its 201420 SFP action plan, and adopt future plans.



Region Zealand will share experiences in the project. Region Zealand will be part of the Scale Technical Team, and will lead the operative coordination of interregionalexchange within the field of validation Zealand will organize the EEPE7 in M22 on Validation. Region Zealand will benefit from the project, as an ecosystem will beestablished and sustained.The stakeholders will be invited to the events. We will learn and adapt our ways and practice to integrate learning from the other partners.





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1)VIS (Velfærdsinnovation Sjælland) (Welfare Innovation Zealand) Collaborative of Municipalities 2)University College Sjælland (UCSj) School, educating welfareworkers 3)Væksthus Sjælland Regional business development agency 4)Welfare Tech National welfare tech cluster organisation 5)Center for Welfaretechnology Association of Municipalities 6)Copenhagen Health Tech Cluster Publicprivate partnership organisation 7)National Ministry of Health, National Agency for Health State level 8)Danske Regioner Danish Regions organisation 9)SMEs 10)Region Zealand’s Vocational SOSU School training welfare workers 11)CAPNOVA Regional development agency



1)Organisation responsible for municipal living labs and for coordinating implementation of welfare technology in the 17 municipalities in the Region

2)Implementing welfare technology growth and education programmes on behalf of the Region. Running business involvement programme within the field of welfaretechnology.

3)Regional business development agency. Contacts with SMEs

4)Operates a national cluster in Denmark. It is a hub for innovation and business development in healthcare, homecare and social services. A membershiporganisation with members from private industry, public organisations, and research and education institutions.

5)National coordination centre for use and development of welfare technology in all 98 Danish municipalities

6)Umbrella organization for development of new welfare technological solutions

7)Coordinates technological developments within the field of healthcare. National strategies and implementation.

8)Umbrella organisation for 5 Danish regions, defines welfare technological strategies and action plans on behalf of all 5 Danish regions and monitorsimplementation

9)Few SMEs that work with smart care solutions. They can play a vital role in the actual implementation and scaling.

10)The SOSU education offered vocational education and training as well as several other educational activities in basic health care.

11)Regional Investment Fund. Financing and managing a range of SMEs, also in the Health Sector



Only little work has been done so far in setting up a stakeholder group on scaling AHA in the Region of Zealand, but the time is ripe for a concerted, market orientedand systematic activity informed by more evolved regions in Europe.

The identified stakeholders will participate in all elements of the process. They will directly contribute to and benefit from: i) Benchmark studies on the maturity of thesystems and policy solutionsii) Mutual learning approaches and methodologies iii) Good practice and lessons learned iv) Involvement in action plan development.

This work will contribute to expand and mature the policy development within the field of scaling AHA in the Region Zealand. It will inform the Region and Vækstforumon weaknesses and opportunities within this particular field, and thus refine the further policy development within this area.

The project will also reach into the neighbouring Capital Region of Denmark, which do not possess a mature ecosystem within the field of AHA. The two regions areneighbours, and have a political ambition of creating more collaboration. The project will create stronger links with the actors in Region Hovedstaden, and, potentially,a large integrated ecosystem on AHA across the two regions.

The stakeholder group will be exposed to, and create relationships with pairs across Europe, thus potentially, leading to more exchanges, projects and marketintegration across Europe





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Definition

Please name the policy instrument addressed Operational Programme for the Implementation of the EU Cohesion Policy in the Period 20142020. Thematic objective (TO) 9: Promoting social inclusion, combatingpoverty and any discrimination.


We refer to two investment priorities (IP) under TO 9: Enhancing access to affordable, sustainable and highquality services, including health care and social services of general interest. Investing in health and social infrastructure which contributes to national, regional and local development, reducing inequalities in terms of health status, promotingsocial inclusion through improved access to social, cultural and recreational services and the transition from institutional to communitybased services.

Specific objective (SO) of the first mentioned IP is pilot testing of approaches for improved integration of longterm care services. SO of the second IP is to improve thequality of communitybased services. According to OP, future objective is « to upgrade, redesign or integrate some of these services, and to develop new ones asnecessary ». While referring to possible future measures for the two IPs, the OP prioritises projects that will include « development of ICTsupported services » andprojects that will « involve key stakeholders » and « contribute to the exchange of experiences, results and good practice at the regional, national and transnationallevel », these topics could be much more emphasised. The policy instrument should focus on development of ecosystems and on interdisciplinary inte¬gration; thereshould be a better mechanism for coordinating activities between government directorates, research organisations, service providers and the industry.



Yes


No


Managing Authority: Ministry of Labour, Family, Social Affairs and Equal Opportunities. A tletter of support from "Ministry of Labour, Family, Social Affairs and EqualOpportunities" is attached.



Based on the activities of the proposed Interreg project in which the managing authority will be strongly involved, the policy instrument will be improved in the followingways:

Change in the STRATEGIC FOCUS of the policy instrument: The new operational programme will include measures for upscaling the ICTbased health care servicesand social care services, particularly through development of multistakeholder learning ecosystem and through supporting the commercialisation of research,development and innovation in this field.

Change in the MANAGEMENT of the policy instrument: Evidenceinformed policy instruments and policy measures will be further developed based on the lessonslearnt from partners involved in the proposed project. Knowledge exchange will result in adaptation of different types of decision support tools, e.g. showcases abouthow to develop ecosystems, how ICTbased social care can improve quality of life, value for money modelling tools, strategic business case models for social careprojects, public procurement approaches, development of action plans etc.

Implementation of NEW PROJECTS: Various practical steps that should be taken within future policymaking, research and development efforts in this field will beplanned within future calls for projects, aiming at needs assessments studies, fostering partnerships with different stakeholders, planning of training andimplementation details, and monitoring outcomes and impact assessment



Number of projects funded from structural funds

47 / 200 characters

Territorial context


national


Slovenian policy makers, industry, researchers and civil society organisations are facing pressure to develop new or adapt existing ICTbased assistive services inhealthcare and social care, due to: demographic changes coupled with increasing prevalence of chronic diseases, the need of older people to live (independently) at home for as long as possible, increasing costs of longterm care, burdened informal carers. New assistive services are continuously evolving but despite the growing body of evidence about their positive effects, Slovenia is in its infancy regarding the adoptionof smart solutions for AHA. The most important barriers to the implementation of ICTbased assistive services seem to be related to the lack of coop¬eration amongkey stakeholders and identification of funding frameworks and business models, as well as to difficulties with service integration, lack of implementation plans forservice delivery, poor understanding of users‘ needs and lack of agefriendly design. These aspects of AHA have been partially advocated in the Resolution on theNational Health Plan 2015–2020 and in the Resolution on the national social protection programme for the 20132020 period. Leveraging of ICT for AHA is in Sloveniathus seen as both a social necessity and an economic opportunity, with a triplewin characteristic: high quality of life for older people, stable costs for care and supportand new market opportunities for providers of assistive services. While among the key planned activities within the above mentioned IPs in the OP “development of ICTsupport for implementing the services, development and upgrading of communitybased services and support for informal types of services” is mentioned, the actionplan for achieving this should be developed. One of the starting points of the action plan should focus on building a Slovenian multistakeholder ecosystem for theimplementation and scaling of smart solutions for active and healthy ageing.



Yes

If yes, how? SSS links to these issues within Pillar II: Value Chains and Networks. The priority area “Health” consists of a set related to medicine and a set related to the quality oflife and health. The priority area “Smart buildings and homes” mentions products and services that are developed on crosssection of technologies from the differentdomains, including “home of the future, meaning solutions for individual target groups for active and healthy life style and comfortable and top quality living”.



Partner PP7 University of Ljubljana, Faculty of Social Sciences


Centre for Social Informatics (CSI) at the University of Ljubljana (UL) is a globally recognised research centre that specialises on studying the structural barriers foruptake of ICTbased services for AHA. CSI has been a partner in more than 50 international projects (FP5, FP6, FP7, ESS, COST, PIAAC, LLP, Erasmus+, EUtenders…). CSI has been recognised for its outstanding trackrecord of applicative projects related also to policy enhancement. CSI is an active member of the CORALnetwork.



Partner is representing Slovenian key stakeholders – INCLUDING THE MANAGING AUTHORITY, Ministry of Labour, Family, Social Affairs and Equal Opportunities – inthe European learning community on scaling smart solutions for AHA. The Ministry invited partner to deliver input for policy development in this field and the partnerprepared a draft strategy. Partner is also one of the initiators and a key member of the working group appointed by the Ministry for the development of an ecosystem.



Being a member of the Scientific Support Team, University of Ljubljana will be involved in scientific guidance for the development of key outputs of the project.Involvement in SCALE opens many opportunities for knowledge and experience exchange and for intense collaboration with leading regions and experts in the field of




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developing ecosystems, validation and scaling up ICTbased services for AHA. Involvement in the SCALE project is likely to result in other European projects.




Governmental institutions: Ministrstvo za delo, družino, socialne zadeve in enake možnosti (Ministry of Labour, Family, Social Affairs and Equal Opportunities); Ministrstvo za zdravje (Ministry of Health); Ministrstvo za izobraževanje, znanost in šport (Ministry of Education, Science and Sport); Inštitut RS za socialno varnost (The Social Protection Institute of the Republic of Slovenia) Academia: Univerza v Ljubljani, Fakulteta za družbene vede (University of Ljubljana, Faculty of Social Sciences); Univerza v Ljubljani, Fakulteta za elektrotehniko (University of Ljubljana, Faculty of Electrical Engineering) ; Univerza v Ljubljani, Ekonomska fakulteta (University of Ljubljana, Faculty of Economics) Industry and SMEs: MKS Marand Smart Com Avitel Service providers and civil society Zveza društev upokojencev (Slovene Federation of Pensioners’ Associations); Skupnost socialnih zavodov (Association of Social Institutions of Slovenia); CareDesign



Governmental institutions (policy makers) Providing the coordination of policies at the national level for project and market developments; development,implementation and improvement of the policy related to AHA; building ecosystems; stimulating the interest of local communities in social development andinvestments therein; implementation and scaling of smart ICT solutions for active and healthy ageing. Academia (target group) Expertise in working with different stakeholders, participation in AHA projects and planning new projects; knowledge of researching andtesting solutions for AHA; development of new ideas; involvement in the policy making.

Industry and SMEs (target group and beneficiary) Research and development of smart solutions for AHA, participation in activities on the national and governmentallevel; participation in projects of national and European level; building and implementing living labs for smaller scale real life testing and connect the Slovenian livinglabs to the wider European network of living labs (e.g. via CORAL or ENoLL). Service providers and civil society (target group and beneficiary) Recognition of the potential, knowledge and experiences of older people for the faster development ofthe society; health promotion and advocacy for older people’s needs; support for intergenerational collaboration and understanding; representing the interests ofproviders of institutional and communitybased care for older and disabled people



All types of stakeholders mentioned above will be strongly involved in all three stages of the project: (1) Identification and Analysis, (2) InterRegional LearningProcess, and (3) Knowledge Transfer and Action Plans. Through involvement in different types of events and evaluations, stakeholders will directly contribute to, andbenefit from:

Benchmarking studies on the maturity of the framework conditions and policy instruments; Singleloop evaluation of policy enhancement and reflexive learning evaluation of improvement in learning attitude; Good practices and lessons learnt flowing from 6 case studies based on EEPEs; Guidelines for developing Action Plans and peer review of the Action Plans.

In particular the managing authority and consequently all other stakeholders involved will benefit from learning how existing policy instruments (regionaldevelopment policies and programmes) need to be (after 2020) improved for the implementation and scaling up of smart health & care innovations. The SCALEproject also fits in the scope of the current development of the longterm strategy for the implementation and scaling of smart solutions for AHA in Slovenia. Anessential part of this strategy is building a multistakeholder ecosystem. The EEPE on ecosystems organised in Ljubljana will thus have a strong impact on evidenceinformed policy measures for developing and maintaining the ecosystem on AHA in Slovenia





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Definition

Please name the policy instrument addressed ROP ERDF 2014 – 2020 of the Friuli Venezia Giulia Region


The Friuli Venezia Giulia (FVG) ROP ERDF addresses the themes of active ageing and ehealth in two main priority axis (A), namely:• A1 – Enhance research,technological development and innovation, specifically through thematic objective OT 1b – To promote investments of enterprises in R&I developing synergies amongenterprises, R&D centres and the high education sectors, particularly promoting investments in the development of products and services, transfer of technologies,social innovation and applications in public services, along with the development of networks, clusters and open innovation through the smart specialization. WithinOT1, the regional stakeholders identified the main actions for the implementation of the RIS 3 in terms of specialization areas, which includes smart health and,through this, active and healthy ageing and wellbeing. • A4 Urban development, through the thematic objective OT 2 – To improve the access to ICT, its use andquality / investment priority (IP) 2c – To enhance the application of ICT for egovernment, elearning, einclusion, eculture and ehealth. Improvements to the policy aim at the cooperation and synergy among the Public Administrations (PA) and public and private actors involved in the R&D of innovationsupporting independent living as well as the integration of the health and welfare services, to generate evidence and good practices to support the execution andimplementation of the Regional Law on Active and Healthy Ageing.



Yes


No


Managing Authority: Friuli Venezia Giulia region. A letter of support from "Friuli Venezia Giulia region" is attached.



We envisage improvements of this policy instrument through NEW PROJECTS, developed through the Action Plan, on the basis of exchange of experience with otherpartners and evidence of the benefits gained. These projects will target integration among the public entities that act in the welfare and healthcare sectors and,ultimately, will generate evidence on how to implement and execute the Regional Law on the Active and Healthy Ageing. This Law requires the definition of a triennialprogramme of actions and interventions to be implemented, where the results of such projects can be capitalized.

Therefore, the projects will target the following objectives:

Create synergies between the PA and the Research & Innovation domains of private enterprises and research centres, learning from the exchange of best practiceshow to implement the concept of clusters and to exploit this approach for the active ageing sector. Create and exploit the network of skills and excellences in the Regional territory to collaboratively improve the efficiency and innovation of public services. Improve the capacity of public bodies to connect the territory needs with the PA needs of managing the services provided to the citizens, monitoring their performanceand coordinating the actors involved in the delivery and innovation of services.



No.of projects on Active and Healthy Ageing

43 / 200 characters

Territorial context


regional


The policy answers the needs of an important portion of the population, including older people with health issues. The FVG Region can be counted among theRegions with the oldest population in Italy. In FVG, home care assistance is part of the sociohealth services coordinated by the Region and the municipalities; thelatter are in charge of managing and delivering services, evaluating the access rights and certified health issues, and assigning the type of service to be delivered athome (food and drug administration, psychological support, etc.).

Most municipalities in the Region use Insiel ICT solution for the management of home care assistance and other social services (“cartella sociale” or “electronicwelfare record”), as it allows tackling specific health needs of the beneficiary and planning the interventions in a personalised approach. Improvements aim atimproving the coordination of social services for home assistance, particularly through the implementation of costs and benefits analysis of the specific interventionsfor beneficiaries to better monitor their quality and efficiency, via a digitalised administrative procedure. The whole sociohealth sector moves towards a patientcentred approach, specifically oriented in this context to coordinate and integrate healthcare assistance inhospitals and nursing homes along with welfare and health services in the territory and in patients’ own homes. This process will require the integration of IT solutionsfor hospitals, sociohealth services, imaging, etc., in order to improve the quality and efficiency of services in the whole sector.

Improvements will also target technologies and services that support independent living, including ambientassisted living. Technologies that aim to improve thehealth of patients, acting on supervision, care and prevention, and to improve home assistance, ensuring the wellbeing and comfort of beneficiaries, will be aparticular focus



Yes

If yes, how? The improvement of sociohealth services, including the management of home care assistance, by the Regional Authority is part of the Smart Health strategy. One ofthe paths towards its implementation is through an integrated, patientcentred approach to managing health and social services through ICT. The challenging visionlooks forward to the integration of services, data and different technological solutions in use in the different social and healthcare organisations.



Partner PP9 INSIEL


Insiel is the IT company owned by the Friuli Venezia Giulia Region (FVG) Region and is in charge of the design, development and maintenance of the IT solutions inuse by the Public Authorities in the regional territory, including the sociohealth information system, along with the formation of users.



Key actor in the regional Strategic Plan 20142018, sustaining the Regional Administration, Local Authorities and Healthcare sector in implementing software, servicesand infrastructure. It is ADVISOR TO THE REGIONAL AUTHORITY in several discussion tables, such as the triennial strategic plan in the welfare and health sector.Insiel has been involved in the advisory committee defining the requirements for the Regional specializations and objectives elicitation for ERDF ROP 20142020.



Insiel will describe the regional policy instruments to the Consortium, showing how they influence the integrated sociohealth system in everyday practice and how itimpacts on the territory. Supported by the Stakeholders Group, Insiel will contribute to the Action Plan and act as the interface with the Regional Government, to presentthe results and suggestions gathered from the cooperation and evaluate possible implementations in the territory.






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Friuli Venezia Giulia Region – Central Direction on Health, Sociohealth integration, welfare and family policies Federsanità Anci FVG AREA Science Park



Friuli Venezia Giulia Region. Policy maker. The regional authority responsible for health services in the territory; for the development of the policy instrument /monitoring its application. Insiel provides technical support to the Region for its implementation / maintenance.

Federsanità Anci FVG. Target group. The association of municipalities and health agencies in the FVG Region, representing the main stakeholders involved in theprovision of sociohealth services to the regional population and endusers of this policy instrument.

AREA Science Park. Target Group. A scientific and technological park with expertise in promoting innovation and technology transfer. It is the current coordinator of“FVG as a l@b”, a publicprivate partnership in FVG for research and innovation on living environments and AHA.



The first two represent the actuators and users of the Regional policies related to AHA and independent living. They know the population needs, active policies, theproblems they were meant to solve and their performance in the territory. They will actively participate to the mutual learning on the validation pillar, discussing thebenefits of policy instruments, the feasibility of their transfer and integration to the local welfare and health system, contributing to the Action Plan preparation.

AREA will provide the technological perspective to the discussion. Their expertise in delivering innovation and managing an R&D ecosystem will provide a critical viewfor all pillars.

Participation of these stakeholders ensures expertise and knowledge on the path that innovative solutions follow from their design to their mainstreamimplementation, and on that of evidencebased policies from their formulation to their execution. Their expertise will help identifying commonalities and differencesbetween the FVG’ and other Regions’ legal, technological and organisational framework, helping gather the required evidence and trace the Action Plan steps. Hence,they will support the policy transfer from their adaptation to the specific Regional scenario to their implementation.

Insiel collaboration will be key to understand how the new policy instrument impacts on the existing sociohealth information system, study the feasibility and cost ofchanges and manage their implementation.





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Definition

Please name the policy instrument addressed European Regional Development Fund (ERDF) Programme BadenWürttemberg 20142020: Innovation and Energy transition (2014DE16RFOP001). Theme 1 :Innovation Clusterförderung (O04/O05 EFRE OP) / Cluster development


BadenWürttemberg’s Budget for 20142020 from ERDF is € 246.585.038.Aim: to strengthen potential for research and innovation and supporting the shift to a resourceefficient and low carbon economy.Priorities: increase research and innovation (especially specific targets 1, 2 and 3 of the Operational Programme (OP) (ERDF, Priority A 01 1b) Impact: clusterdevelopment, support to, and increase of, innovative SMEs (including the RIS3 clusters), more new products and services.To be improved: Cluster development is an integral part of the BadenWürttemberg innovation policy, however the dovetailing between technology and services is oftenmissing. A much more integrated policy development is needed in which social, economic and spatial domains are involved. Thus the State Government of BadenWürttemberg is using the OP to foster crosssectorial exchange between technology providers, component suppliers and service providers. One important aspect inthis initiative is the combination of new technologies with care and health services to implement new breakthrough technical as well as social innovations. This policyinstrument, however, could be improved by integrating the demand side into the innovation process in a more effective way – i.e. by using Smart Care Living Labs. Thisoffers a great opportunity for tackling the specific targets 1, 2 and 3 of the Operational Programme (ERDF, Priority A 01 1b) and to strengthen the cluster development inBadenWürttemberg significantly.



Yes


Yes

Name of this responsible body PP10 State of BadenWuerttemberg


STRUCTURAL CHANGE: To achieve a better process of integrated policy development the Operational Programme has to be improved. BadenWürttemberg needs tomake the transition to a 'learning economy' so that the region is better prepared to deal with societal challenges and to create new innovative business. The regionneeds to change into a learning system to be more adaptive and able to react to the rapid changes in today's complex and dynamic society. Therefore, the differentuser types have to be involved in a more effective way in the innovation process for scaling up of smart solutions for AHA.

IMPROVED GOVERNANCE: For societal challenges like AHA, it is essential to involve all stakeholders in the process of policy development and the learningecosystem. The development of the next Operational Programme needs to adopt a different approach in which competent and qualified stakeholders participate in itsgovernance.

NEW PROJECTS supported: One or more new projects will facilitate the learning ecosystem in which all stakeholders work on the validation and scaling up of smartsolutions for AHA.



% of turnover of SME’s in new tools and solutions for active and healthy ageing

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Territorial context


regional


BadenWürttemberg wants to remain one of the most innovative and competitive regions in Europe. This will be achieved through policies like the cluster development.It helps, for instance, to implement individual regional cluster strategies and to realize optimal measures in the specific regions.

Especially for a technology focused region like BadenWürttemberg, this is essential. In the future, the customer needs will be more and more important forsuccessful innovations, therefore innovation policy has to interlink much more with care and health policies.

It will be not enough to be the technology leader in a specific field, it is also important to offer products and services individualized to the customers’ needs (primary,secondary and tertiary users) to realize a unique user experience. Gathering the customer knowledge will provide an essential competitive advantage in the future. Toenable this, the cooperation between technology companies and service providers, as well as the coordination of innovation and smart care policies, is essential.

This has to be done through the transition to a learning ecosystem in which all stakeholders collaborate in a process of learning by doing, and together with the largerEuropean learning community of stakeholders (through the CORAL network). This means a paradigm shift in how local and regional policy has to be developed andimplemented in codesign with all stakeholders. We need a better process for integrated policy development.

It also means a radical process of societal transition in which all stakeholders are made aware of the issue and are mobilised into action. We also need morecapacity building of stakeholders to improve their competences for learning. Initiating learning ecosystems is about building communities where people from a widevariety of disciplines can trust each other and actual learning can take place.



Yes

If yes, how? Cluster development policies have firmly established themselves as an integral part of the BadenWürttemberg innovation policy. These efforts of the ERDFOperational Programme are in line with the innovation and Smart Specialisation Strategy of the State in the fields of ICT as well as Health & Care (Human health &social work activities) that are linked to the EU priorities Public Health & Security, Ageing Societies and the Digital Agenda.



Partner PP10 State of BadenWuerttemberg


BadenWürttemberg is one of the most innovative regions in the world and very strong in cluster development and fostering technological innovation.



The State of BadenWürttemberg is the managing authority for the Operational Programme. In SCALE, two ministries will play a key role : Ministry of Labour and SocialAffairs, Families, Women and Senior Citizens (demand side). Ministry of Finance and Economics (supply side). As regional authorities, both ministries have thecapacities to directly influence the Operational Programme and other relevant important policies.



BadenWürttemberg will contribute by sharing experiences and knowledge in developing and implementing regional policies i.e. cluster development policies. BadenWürttemberg will be part of the Scientific Support team – SST contributing to the methodology and quality control. BadenWürttemberg will also organise the secondWalk the Talk event in M24. BadenWürttemberg benefits by learning from the knowledge and experiences from other partners, specifically on implementation andinvestment.






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Cluster Agency BadenWürttemberg University of Tübingen IHK Reutlingen I Tübingen I Zollernalb Tübingen County City of Tübingen Home care organisations (i.e. DRK) (Senior) Citizens associations (i.e. Seniorenräte) Insurance companies (i.e. AOK, TK etc.)



Cluster Agency BadenWürttemberg. Regional innovation agency (beneficiary). University of Tübingen. Research organisation (beneficiary). IHK Reutlingen I Tübingen I Zollernalb. Chamber of Commerce (beneficiary). Tübingen County. Regional public authority (policy maker). City of Tübingen. Local public authority (policy maker). Home care organisations (i.e. DRK) (Senior). Private sector / private nonprofit bodies (target group). Citizens associations (i.e. Seniorenräte). Civil society (target group). Insurance companies (i.e. AOK, TK etc.). Private sector (target group).

All stakeholders have an interest in an improved, integrated policy development. Their role with regard to Policy Instrument 1 follows on directly from their role of havinglegal responsibility for the care and welfare for citizens (i.e. as policy maker or procurer), as a researcher, a technology and service provider, as well as a user.



The stakeholders mentioned above are crucial actors and multipliers in the regional ecosystem for social and technical innovations in the field of Smart Care. Theywill provide expertise and insights during the assessment and evaluation process, will support the development of the action plan and will be important multipliers fordissemination and policy diffusion within the whole state. They will also be members of the BadenWürttemberg delegation to interregional workshops (EEPEs) inother CORAL regions.

The SCALE project will thus serve the stakeholder group in several ways: It will bind the group together, and ensure that the role and opportunities for each stakeholderbecomes clearer and more visible within the system. It will ensure that the group comes together and create ownership. It will address the quality and usefulness ofthe various types of stakeholders, their relationships and it will analyse, weaknesses and opportunities.

Each player will have the opportunity to meet peers from other European projects partners, and directly compare activities and solutions to challenges. Thestakeholders will become part of the vast and specific European stakeholder web that will emerge as a result of the SCALE project.





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Definition

Please name the policy instrument addressed The Regional Business Development Strategy 201220 (ERDF ) implementing instruments:The Regional Action Plan 20182019 (Growth Forum Syddanmark).


The Regional Business Development Strategy 201220 determines the priorities for the Region of Southern Denmark use of ERDF and ESF funds. The Strategy isimplemented jointly by the Growth Forum Syddanmark and the Region of Southern Denmark. Health and welfare innovation is one of three priorities (the other twobeing energy and experience economy). The structural funds (ESF & ERDF) amounts a total of approximately 78 million euro from 20142020 in the Region ofSouthern Denmark.

The Regional Action Plan implements The Regional Business Development Strategy. The plan is already out for 2015, and it focuses on the following topics in thehealth area: Help Welfare Tech develop into a national innovation network with international impact, and to obtain the EU Commission’s gold cluster certificate. Continue to develop the health and care technology ecosystem as a whole, on the basis of the results of the ecosystem analysis. Create frameworks for and attracting elite international entrepreneurs in the field of health and care technology. Continue to develop the publicprivate partnership with a view to boosting exports and commercialising public sector skills.

The policy recommendations from the SCALE project will influence the next action plan in 2018 – 2019. The Action Plan can be improved in regards to the success ofimplementation and on creating better capitalisation of good prototypes.



Yes


No


Managing Authority: Growth Forum Syddanmark. A letter of support from "Growth Forum Syddanmark" is attached.



The Region of Southern Denmark has implemented smart specialisation strategy on health and welfare innovation since 2009 with many initiatives financed by theERDF funds 200713. It is a reference site in the EIP on AHA.

This focus is carried over in the new Regional Business Development Strategy 20122020. The implementing Action Plan highlights the need for increased attention tocommercialisation. Therefore, the region will further strengthen the national cluster Welfare Tech, with a particular focus on the needs of small and medium sizedbusinesses.

This endeavor will be continued in the future and new business models and new financial models (including venture capital) are likely to be in focus. Most likely therewill also be increased focus on scaling up and / or implementation, and new opportunities for private sector to innovate.

The development of the Action Plan 20182019 will be cross fertilized and fine tuned by the many inputs from the SCALE project. Being a reference site, the Region ofSouthern Denmark is already a frontrunner in the upscaling and marketing of AHA solutions, and will benefit from the results and the thinking of the other advancedpartners to continue being a trendsetter.

STRUCTURAL CHANGE It is envisaged that 12 topics will be mentioned in the new Action Plan 201819 which will be inspired from other initiatives and topics fromthe consortium in SCALE.



No. of Ideas for new financing models included in the Action Plan 201819

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Territorial context


regional


A general challenge for Denmark and specifically in the Region of Southern Denmark is a decrease in the privately owned production. The education level is lower thanin many other regions in Denmark, and the production industry is still of vital importance for creating growth and new jobs. Even though the ecosystem forEntrepreneurs is considered to be well developed (The Region of Southern Denmark is awarded as European Entrepreneurship Region 2013) many entrepreneursstill fail to succeed. This is also particularly the case in the health and welfare innovation sector (eHealth sector). Even though there is a growing number of organisedentrepreneurs in the sector (in the cluster Welfare Tech), many SMEs still lack the opportunity to commercialise promising prototypes. All studies show that if theregion can handle this challenge, then there is great potential for more growth and jobs. The Region of Southern Denmark estimates that approximately 800 new jobswere created in the sector in the recent years (Statistic Denmark). Therefore the Region of Southern Denmark might emphasize the following aspects in the ActionPlan 20182019:

Commercialisation. Companies have to increase their success rate from having a prototype to commercialise it. Better collaboration between regions, both nationally and internationally. More cross sector collaboration, for instance between Design and Health. International collaboration between Living Labs (CoLAB Denmark). Possible new funding schemes (base on both private and public funding and investment).



Yes

If yes, how? The Region of Southern Denmark has already adopted the Regional Business Development Strategy for the years 20122020, guiding the use and implementation ofthe ERDF (and ESF) funds. The strategy focuses on three business areas. Health and welfare innovation is one of the strong areas, where the region has national andEuropean competitive advantages. The Action Plan makes sure that the projects supported by ERDF / ESF are in line with the smart specialisation strategy of theregion.



Partner PP11 South Denmark European Office


The Region is a 3star reference site in the EIP on AHA and has established an international team on the topic, which is coordinated through the Health InnovationCentre of Southern Denmark (situated in Odense) in collaboration with the South Denmark European Office’s team on Health and Welfare Innovation (situated inBrussels). This setup has given a very strong international platform for the Region of Southern Denmark.



The partner has strong ties to the regional setup and most European projects are run in close collaboration. The REGION IS REPRESENTED in South DenmarkEuropean Office’s MANAGEMENT BOARD. The Health and Welfare Innovation team in the South Denmark European Office coordinates its activities with the Region ofSouthern Denmark in the forum “Det Rådgivende Udvalg for velfærdsteknologi” (The Counseling Committee of eHealth).



The partner will share experiences and knowledge. It will run workshops within ERRIN Health and the EIP on AHA. It will organise workshop with local stakeholdersinvolving living labs and the local health and social care sector for concept development. The SCALE project has a broad and strong partnership base. It will




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consolidate the Region of Southern Denmark ecosystem at the centre of European policy making, and ensure that the strongest regions, transfer knowledge andknowhow to weaker ones.




1.Region Syddanmark / Region of Southern Denmark (including both Regional Development unit and the Health Innovation Centre of Southern Denmark) 2.Welfare Tech 3.University of Southern Denmark 4.University College Lillebaelt and University College Syddanmark 5.Odense Universityhospital 6.Municipalities in the Region of Southern Denmark 7.The Counseling Committee of eHealth / Det Rådgivende Udvalg for velfærdsteknologi (DRU)



1. Regional innovators and policymaker. The Regional Development unit is responsible of creating the Action Plan and administrates the Growth Forum of SouthernDenmark. They are policy makers. They are coowners of the South Denmark European Office. 2. Welfare Tech operates a national cluster in Denmark, situated in Odense. It is a hub for innovation and business development in healthcare, homecare and socialservices. Therefore they can be seen as service providers and possible beneficiary. 3. The university has qualified research environment in the field, including the department of biomechanics and sports. LP of the EU project Patient@home. Their mainactivity is research and they are also beneficiaries of public funding and a knowledge institution. 4. Education of health and social care workers. Beneficiaries and knowledge institutions as well. 5. Department of performance optimisation and IT. A public primary health and care provider and the department has specific focus on how eHealth. Potentialbeneficiary. 6. Use the network of municipalities (NIMS) to mobilize municipalities to upscale and implement AALsolutions. The municipalities are public health and social careservice providers. Potential beneficiary. 7. The network of leading regional public stakeholders in health and welfare innovation. Development of Action Plan 201819 will be close connected to DRU. PublicHealth and Social Care Service providers, knowledge institutions Potential beneficiary.



The stakeholders will participate in all elements of the process. They will be invited to the European exchange of experience events, and they will contribute to themapping, and peer review exercise. Since elements of an ecosystem, the socalled “Det Rådgivende Udvalg for velfærdsteknologi” already exists in the region, there isalready a solid platform for collaboration, for learning and for the involvement of the stakeholders. This platform will be developed through the SCALE project. Theproject will contribute to the further internationalizing of the platform, and of the work of the Region of Southern Denmark, as it will create more systematic internationalcontacts between peers. Through the project, it will be easier for the Danish stakeholders to identify strong and weak partners across Europe and to identify newcollaboration and market development opportunities.

It is the Region of Southern Denmark and South Denmark European Office together that coordinates the activities in the Det Rådgivende Udvalg for velfærdsteknologi.Local workshops will be planned to ensure the possible implementation of new projects and to create collaboration on the inputs to be given in the Action Plan 20182019. The South Denmark European Office will also engage the network of local authorities in the Region of Southern Denmark (NIMS).





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Definition

Please name the policy instrument addressed REGIONAL OPERATIONAL PROGRAMME OF APULIA ERDF 20142020


Priorities : Objectives: The action aims to create an open ecosystem in which to experiment with new approaches for research activities in which researchers, businesses and citizens,exchange needs, ideas and knowledge, plan together and experience innovative technology solutions for the resolution of functional problems. The Living Labsstimulate social and organisational innovation, as they transfer research and development from closed laboratories to reallife contexts, where citizens and usersthemselves become "codevelopers" of innovative solutions. The action will stimulate the growth and development of hightech SMEs, by means of strengthening and raising the quality of the product / service offered and theircompetitive ability. The action is intended to progress the new experimentation of Living Labs involving: Smart Cities & Communities, Knowledge Communities, Business Communities.Under the promotion of new markets for innovation, we intend to continue to expand the regional initiative on Living Labs for the involvement and mobilisation ofregional actors of the "quadruple helix " (PA, Universities, Companies and Groups of users / consumers), creating a transregional community of early adopters andbusiness partners for the commercialisation of results; capitalising on the experience gained by the Region with previously implemented measures, focusing onsectors related to Active and Healthy Ageing.

Type 2: change in the management of the policy instrument



Yes


Yes

Name of this responsible body PP12 Puglia Region


The improvement of this policy instrument will be achieved through a CHANGE IN ITS MANAGEMENT AND GOVERNANCE; instruments already adopted by Apulian OPhave followed a bottom up and customised approach, reflecting the extensive consultation process implemented during these years. The implementation system ischaracterised by a client oriented approach, according to a model which has evolved from a ‘consultation for listening’ to a ‘consultation for co designing’. In this way,the call specifications are fine tuned and tailored to the specific needs highlighted by potential beneficiaries. This demand driven method may open the door to a lessselective prioritization approach. How to avoid this risk whilst combining public interests at a strategic level with stakeholders’ interests is a critical issue, especiallywhen related to the themes of peoples’ wellbeing and wellness. The ability to understand and act on this issue can really make the difference for appropriate strategicchange.

The existing monitoring system is structured at the Axis level and provides partial evidence of the results achieved by individual policy instruments: so there is a strongneed to systematically collect and use the evidence of the effects produced by the policy, with systematic evidence about the effects of the implemented investments,incorporating the huge amount of tacit knowledge about mechanisms and impact that is sometimes lost in the loop of the implementation process.



Number of enterprises involved

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Territorial context


regional


It is necessary to capitalise on the experience gained by the region with measures implemented in the 20072013 programming period, by improving the use ofinstruments adopted. Regione Puglia has started a set of bridge instruments between the two programming periods with the intention to sustain communities’building, support Research and Innovation actions and favour synergies among local stakeholders (SMEs, Research System, Public Administrations and End Users).

Complementing the use of these bridge actions with the main goals of the SCALE Project will provide territorial conditions to pave the way to responsible regionaleconomic development as stated in the Smart Specialization Strategy. Smart Puglia 2020 is a long term strategy based on a dialogue among all regionalstakeholders, it aims to integrate several policy agendas: Research & Innovation, Digital agenda, Competitiveness (including SMEs and clustering),Internationalisation, Social innovation, Employment and training (human capital, ESF). Living Labs, Covenant for (Smart) Cities, Regional Technological clusters,Regional innovation partnerships, Open Labs, Network of public research laboratories and Future in research. These are all generating specific actions that willprovide “in the field” outcomes to be assessed as inputs for the CORAL EcoSystem for Living Lab paradigms for citizen empowerment and public procurement ofinnovation for market development impact



Yes

If yes, how? The policy instrument is consistent with Apulian S3, in particular with the creation and strengthening of "long networks" and "intelligent communities" of citizens andbusinesses, with the promotion of the role of government as the catalyst of processes of innovative applications derived from R&D activities. It is related to two PriorityAreas of regional S3 :

Health and Environment, including ambient assisted living Digital, creative and inclusive communities, including social innovation



Partner PP12 Puglia Region


Puglia Region, in order to improve welfare in its territory, has created a working method that integrates research and innovation policies with social ones. PugliaRegion is now participating in EIPonAHA, CORAL, ENGAGED project, is member of AitAAL and was coorganizer of the 3rd European Forum "Ambient Assisted Living”.The RII Service has experimented two pilot on social aspects: Living Labs and PreCommercial Public Procurement.



The RII Service of Puglia Region is the body responsible of the Axes (OTs) 1 and 2 of the Operational Programme 20142020; so the Service manages funds related tothese OTs as committed by the Managing Authority. Both services (RII and the Programme Execution Managing Authority) represents the same body Puglia Region and so the RII service has the full capability to influence the policy.



The partner intends to contribute through its experience of Living Labs intervention already carried out, it will benefit and improve the policy through cooperation amongthe other Regions partners. Puglia will organize and host the EEPE events 2 and 3 in month 8.






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INNOVAAL Living Labs Coordinating Policies for the promotion of health, persons and equal opportunities DEPARTMENT Social programs and socialhealth integration Service n Assistive devices centres



INNOVAAL (Target group). The regional Cluster, as a PublicPrivate Partnership, will contribute by involving different actors and target groups (users, SMEs andmicroenterprises, large firms, active subjects in research, economy and society) and can contribute to implement policies suitably designed for the type of users.

Apulian Living Labs (Target group). Focusing on AAL, domotics and wellness, and including InnovAALab (member of the European Network ENoLL) can contribute inameliorating processing of consultation for co designing and coparticipation and monitoring data for the assessment of impact and results of the intervention.

Coordinating Policies for the promotion of health, persons and equal opportunities DEPARTMENT Social programs and socialhealth integration Service (BeneficiaryPolicy maker). Integration policies between the Welfare and the Industrial Research and Innovation Departments of the regional Government is needed for theimplementation of the Action Plan.

Assistive devices centres (Target group). Contribution in identifying needs and modalities of increasing the level of integration of the taking upon non selfsufficientpersons, both with respect to the analysis of the complex needs of health, of care and quality of life.



The logic of the quadruplehelix will allow the Stakeholder Group to contribute at European level to the improvement of the intervention.

The methodology and the approach applied in the pilot cases are characterized by the objective of supporting the public body: in the selection of needs and when to launch a call for Living Labs, in the choice of the scope of the call and its related technological fields in the analysis of sector studies relevant to the topic chosen for the participation in the construction of a shared strategic vision among participants about the priorities to be followed.

The Group will base its driving force in the active involvement of demand for innovation on the part of local authorities and the bodies representing the collective needs,with the research system supporting this approach.

It aims to strengthen the specialisation of the business system in those market areas that correspond to the needs of local authorities and third sector to rationalizeand optimize costs and improve the quality of performance in the promotion of research and innovation within active and healthy ageing.

The Stakeholder Group will be involved in mutual learning debates, exchange of experiences and on matching sessions focused on specific themes and proceduresto meet the needs and different points of view of other regions. It will be invited to join the interregional learning process to share problems and knowhow and to buildrelationships.





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Definition

Please name the policy instrument addressed Basque Country – FEDER Operational Programme 20142020


The ERDF Operational Programme 20142020 of the Basque Country is the document in which the strategy and thematic objectives of intervention are set up in theBasque Country (ACBC) addressing finance activities by the European Regional Development Fund (ERDF) for the new programming period 20142020, and thefinancial arrangements set for these objectives.

The ERDF Operational Programme is completely aligned with the Basque Country government strategy, which has also been analysed in the Basque strategicframework for the management of the funds of the European Common Strategic Framework, putting special emphasis on the defense of employment and economicrecovery, prioritising and ensuring social services and health system prestige and quality.

The ERDF Programme put special focus on the thematic objectives addressed to promote the smart specialization strategy in Europe 2020: R+D+I (OT1), TICs (OT2),SMEs (OT3) and Low Economy and Carbon (OT4).

Within the thematic objective 1 (R+D+I), there is an specific mention on boosting the R+D+I on ageing and health by promoting the technological community to fill gapmarkets on ageing, health and others (p.12). Also the Basque Country Smart Specialisation Strategy put the emphasis and priorities on R+D+I between others inhealth and bioscience. Creation of new services, products for ageing of the population and health is an explicit objective detailed in thematic objective to improve thecompetitiveness of the SEMEs (p.15).



Yes


No


Managing Authosity: Regional Government of Basque Country. A letter of support from "Regional Government of Basque Country" is attached.



The operational programme defines broad objectives for a timeframe of 6 years. The Work Plan defined in this proposal, whose aim is to promote active and healthyliving for older people, can be used to identify specific topics in this area to be financed by structural funds. Promoting investment and links between healthcareservices, business and research centres will foster R+D+I. In particular, investment in the development of products and services, new organisational models,technology transfer, social innovation and ecoinnovation that will promote public service applications and stimulate demand.

The specific improvements for the Basque Country region are mainly focused on the implementation of NEW PROJECTS (Type 1) and CHANGE IN THEMANAGEMENT of the policy instrument (Type 2). Based on learning from others, collaborating with other regions that are tackling the same issues, it can help us tofind new solutions and apply new successful formula in our own setting by implementing new projects or influencing the way of the policy instrument is managed.

The Basque Region believes in this philosophy. It is involved in more than 11 European projects in the field of Active and Healthy living and has already severalMemorandum of Understanding with European Regions (including Scotland, Northern Ireland and Aquitania).



Number of projects funded in the area of Ageing and Health

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Territorial context


regional


There is a need to research and innovate in services and technology for older people and this fact also presents an opportunity for SMEs to develop, in cooperationwith public services, new services and technologies to promote an active and healthy ageing.

The aging society has clear implications for epidemiology, given that the prevalence increases with age. In Euskadi, the prevalence of chronic disease is around 84% 85% for the age group of 65 or more years. Thus, in 20102011 43% of the population of the Basque Country had at least one chronic disease, a total of 971 119people. Of these, 55% had two or more diseases. Among those belonging to the most disadvantaged groups, the prevalence of chronic diseases is greater. Thechallenges are to adapt the health system to cope with the increasing quality and effectiveness burden of multimorbidity and chronic diseases, placing people at thecore of comprehensive, integrated and anticipatory care, based on coordination and collaboration with the social and health care sectors.

In effect, this means the development of new products or services that detect worsening symptoms helps to keep people stable at home and in the community whichhas an impact on their quality of life and associated health care costs. It also contributes to the sustainability of the healthcare system and increases thecompetitiveness of the Basque industry



Yes

If yes, how? The selected priorities of RIS3 includes life sciences and health. To develop the operational plan of ERDF, the digital agenda has been taken into consideration as amain input the RIS3 strategy, among others. Bioscience and Human Health scientific capacities are developed, albeit with limited business skills and dimension, so itqualifies as a sector with clear potential. It also aims to ensure efficient services and quality care to citizens and especially for older people.



Partner PP13 Basque Foundation for Health , Innovation and Research


he Basque Foundation for Health Innovation & Research (BIOEF) is a key agent in research and innovation programmes in the Basque Country. BIOEF represents thewhole Basque Health System. All Public stakeholders are represented in it. Therefore the whole health system workforce is at its disposal. Besides, BIOEF has 160people on staff (as of 31/12/2014), of which 85% are female and 15% are male. The average age of the staff is 36.



The Basque Foundation for Health Innovation & Research was set up by the Ministry of Health to support health authorities of the Basque Country in the fields ofresearch and innovation. It is GOVERNED BY THE MINISTER of Health (president), the Vice Minister of Finance and the Director of Research and Health Innovationwho are also part of the committee in charge of managing ERDF funds to ensure the alignment of structural funds and priority setting to meet the needs of the healthsystem.



The partner will participate actively in the exchange of experience with the other European regions. It will ensure that key solutions and problems in the basque Countryare brought to the table and will involve the relevant partners of the region. The partner will ensure that the results of the SCALE project and the good practices that areidentified are disseminated back into the system in the Basque Country.






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Ministry of Health of the Basque Country Osakidetza Kronikgune Mondragón TECNALIA IK4



Ministry of Health of the Basque Country. Policy maker.Osakidetza. BeneficiaryKronikgune. Beneficiary. Research Centre on Health Services and ChronicityMondragón. Target group. Business CorporationTECNALIA IK4.Target group. Technological research Center



The Stakeholder Group will work, in coordination with BIOEF, to design and implement the different activities carried out during the lifetime of the SCALE project. Theywill be invited to the European Exchange of Experience event, and will, in parallel, work on establishing the ecosystem at home. They will be active both in phase 1 and2 of the project. They will participate in the benchmarking, peer reviewing and analysis, and they will contribute to developing and implementing the final action plan.

The involvement of policy makers, managers and health professionals, research and technology centres and business will create an ecosystem that will boost thedevelopments needed to address the challenges posed by aging and chronicity in the Basque Country.

The emergence of a fully fledged ecosystem will also help actors develop their future role, and identify new opportunities for collaboration and activities both in Spainand abroad. The contact with other European actors and ecosystems will create awareness that the challenges are the same across Europe, and help import newideas and solutions. It will also pave the way for Basque solutions to be tested and exported to other European markets.





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Definition

Please name the policy instrument addressed Regional Structural Funds Programme for Upper Norrland


Upper Norrland consists of the county of Norrbotten and Västerbotten. The regional Structural Funds Programme for Upper Norrland has a total budget of €212 mil.The choice of thematic goals and investment priorities for the structural funds programme in Upper Norrland has its base in the Europe 2020 Strategy, the partnershipagreement, governmental guidelines for programme development and regional strategies for the counties’ development. Upper Norrland has been working with smartspecialisation in county development and innovation strategies and, through analysis, identified regional areas of strength (for smart specialisation), one of thembeing; Innovations in healthcare. Research has proven that when an area of competence or business crosses paths with another, new innovations or so calledinnovative leaps can arise. Therefore projects focusing on points of intersection will be prioritised in our regional structural funds programme. There are regionalstructures and partnerships between academia, public and private sector built up to support innovations in healthcare. What is lacking to create the “points ofintersection” and a complete quadruple Helix approach to innovation is the involvement of users, patients and patient representative organizations. By improvingdialogue and involvement of these, we can create the crucial “points of intersection” in both development and implementation of new innovative solutions and create amore sustainable quadruple Helix system.



Yes


No


Managing Authority: Swedish Agency for Economic and Regional Growth. A letter f support from "Swedish Agency for Economic and Regional Growth" is attached.



The specific part of the regional structural funds programme (focus area for smart specialisation) will be improved by supporting NEW PROJECTS and implementingtheir results. This will include:

1) A structure to recruit patients / users for participation. 2) Forms and forums for participation and systematic management of their points of view. 3) Dissemination of relevant information to patients/users and employees who participate in various development activities. 4) Creating conditions for patients/users to participate in various development activities. 5) Collaboration between the municipalities and the county council. 6) Monitoring and evaluation of participation.



% of health centres with remote acute assessments

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Territorial context


regional


Innovations in healthcare is one of the areas for smart specialisation pointed out in the Regional Structural Funds programme for Upper Norrland and to strengthenresearch, technical development and innovation is one of the five thematic goals. The choice of thematic goals are based upon the specific regional challenges forUpper Norrland with a focus on sparse population and long distances. Much emphasis is put on the surrounding supportsystem as well as the involvement of smalland medium sized enterprises but there is very little mention of codesign or enduser involvement in regard to the above mentioned goal and area for smartspecialisation. Patient empowerment is about communications: Interaction, accessibility and distancespanning. To make it possible for all citizens to communicatewith the healthcaresystem and be a part of its development in a safe way wherever they are, whenever they need to, it is only possible through interoperable solutionsthat support patients and users as well as professionals with reliable information through the entire healthcare process.

Norrbotten a county of great distances and vast rural areas the northernmost region in Sweden and the largest by area three times the size of Belgium. It is sparselypopulated, with 250,000 inhabitants (less than 3% of the Swedish population) and by far the most sparsely populated region in Europe. The geographic challengesare met by an extensive use of distancespanning technology, primarily using Europe's largest open network as carrier. This fibreoptic network links regionalnetworks and local urban networks with a number of networks in Norway, Finland, Denmark, Germany, Holland, England, Russia, Latvia, Estonia and Lithuania.

The result of the project will improve the effective use of this infrastructure by enabling a higher degree of user involvement and interaction.



Yes

If yes, how? Our regional innovation strategy describes the challenges that our older population and geographical sparseness poses. It outlines how distance spanninghealthcare solutions and innovative rural solutions are needed to meet those challenges and how we will involve end users in the innovation process via improvedcommunication and user empowerment. We will do this by “working with open innovation & innovation systems unaffected by distance” and creating “innovativeenvironments & meeting places”.



Partner PP17 Norrbotten County Council


The County Council is a politically governed body which is responsible for the healthcare and dental care in Norrbotten. The County Council also contributes to thedevelopment of Norrbotten, and works with culture, public transport and regional development. We have vast experience of collaborations both in and outside projectswhen it comes to the development, implementation and dissemination of innovation and ehealth solutions, both on a regional, national and international level.



We are one party in the regional partnership which means that we have a responsibility to shape the content of this policy instrument together with other regionalparties. In forming our regional structural funds programme, RIS3, regional development strategy and other regional plans, programs and strategies we are a memberof the regional partnership of Norrbotten. Through this we have a responsibility to carry out our own plans and activities so that they align with our overall regional ones.



We will share our experiences of regional collaboration and structure building, especially when it comes to forming sustainable “ecosystems” for innovation. We havea good success rate of regional investments within the area. We wish to strengthen our own system by shaping a more solid quadruple Helix system whereusers/patient organisations/patients become natural partners, resources and players. Norbotton will organize and host the first Walk the Talk event in M12.




The Swedish agency for economic and regional growth Patient organizations The regional partnership Municipalities




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Regional politicians



The Swedish agency for economic and regional growth. Policy maker. The managing authority after approval from the EU commission and Swedish government. Patient organizations. Target group and beneficiary. Provides important knowledge and input of value based activities towards endusers which should be included. The regional partnership. Policy maker. Forms the content of regional strategies, plans and programmes Municipalities. Enduser organisations. Responsible for the delivery of social services, elderly care and care of the disabled. Regional politicians. Policymaker. Political decisions concerning healthcare.



The Swedish agency for economic and regional growth wishes to be informed of the progress of the project either through activities such as seminars and/orconferences or by taking part of a reference group.

Patient organizations and municipalities will be working closely together with the county council (and others within the regional partnership) to create the contents of aregional action plan which is based upon a quadruple Helix model that includes patient/users as cocreators of their own healthcare and new solutions. The regionalpartnership meets on a regular basis and they will be given information continuously of aspects that are important for their continued work. Our politicians will be partof our own regional steering group and will also be involved in certain learning activities such as seminars/conferences/peer reviews etc.

The partners will be invited to the European Exchange of Experience events, and will get the opportunity to meet and learn from partners from across Europe. They willalso be able to assess the activities and the maturity of the ecosystem against other European partners, and be inspired to involve other types of actors. The partnerswill also be able to develop separate activities with the other European partners. The action plan will be shaped during the project, and implemented by thestakeholder group





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Definition

Please name the policy instrument addressed Operational Programme Catalonia ERDF 20142020 (PO FEDER Catalunya 20142020)Axis 1 – Innovation and knowledge Axis 2 Use and quality better improvement of ICT tools


The 1st axis of the ERDF policy (40.9% of the total ERDF) includes:

1.1.2 To strengthen Research & Development (R&D) institutions by building, consolidating and improving scientific and technological infrastructures. Catalonia has agood interlinked network of public research centres in health, mainly classified as excellence centres. 1.2.1 Promotion of R&D and Innovation (R&D&I) led by companies, support for the creation and consolidation of innovative companies and support for publicprocurement innovation. Catalonia will support innovative public services by asking companies for an innovation certificate proving the use of new tools. 1.2.2 Transfer of knowledge and cooperation between companies and research centres, through the following actions: Use of tools to support the valorisation andtransfer of innovation. Collaborative R&D&I projects in compliance with the RIS3CAT strategy.

The 2nd axis (37.9% of total ERDF ) includes:

2.3.1 Promotion and better use of public digital services, including ehealth. According to the European Digital Agenda, the use of ehealth will enable professionalsand citizens to improve the quality of the access to medical platforms that will be adapted to end users’ needs, sharing resources from different areas, as well associal and health care.



Yes


No


Managing Authority: Regional Government of Calalonia. A letter of support from "Regional Government of Calalonia" is attached.



One of the main objectives in ERDF is to improve the quality of life of citizens and the economic sustainability of health and social care systems. The main actionsrelated to this objective are: Integration of information concerning outpatient, hospital activities, digital medical imaging, registries of diseases, etc. with the main goal to improve the quality ofservice and activities. This objective will be considered as CHANGE IN THE MANAGEMENT of the policy instrument. The development of models for knowledge management and technology transfer in the biomedical industry, as well as to pilot / demonstration projects on key topics:preventive medicine, cancer, chronic diseases, paediatric / neonatal diseases, integrated care, etc. Type of improvement: implementation of NEW PROJECTS. Creation of platforms for biomedical data management for further translational research. The execution of projects will use ICT tools as a transversal support in allareas and in the field of ehealth. Type of improvement: implementation of NEW PROJECTS. Use of innovative procurement instruments such as Public Procurement Innovation (PPI) as a tool for bringing innovation to public services and private companies topromote Private Public Partnerships (PPP). Type of improvement: a CHANGE IN THE STRATEGIC FOCUS of the policy instrument.

The Generalitat de Catalunya will support the actions to promote all these strategic lines.



Degree of development of the Personnel health folder/Shared Medical Folder

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Territorial context


regional


Catalonia is located in the northeast of Spain, covering 32.114 km2, with 6,5M inhabitants. Since 1990, Catalonia has full responsibility for managing its health system,with CatSalut managing 70+ hospitals, 400 primary care centres, 40 mental health centres and about 100 social and health centres.

These services are provided by a network of 68.000 professionals connected by the Regional Shared Electronic Health Record (HC3) that was adopted by the formerICT Health Plan (200811) of the Catalan Health Department. One of the strengths of the Catalan public health system is integrated care delivery between primary andsecondary care using the HC3 tool: operational services include ePrescription; the Shared Clinical Record with digitalized image plan which means that it is no longernecessary to print radiological images. With the current ICT Health Plan (20122015), eservices will be further developed and deployed in the Catalan region.

In 2011, the creation of the Chronicity Prevention and Care Programme resulted in the processes and guidelines being established for social and health care to workin close cooperation to ensure the best treatment for chronic patients.

The Programme supports “transitional care” between Primary Health Care and Social Services, through the launch of PIAISS, the basis for the Health and Social CareIntegrated Care Plan for Catalonia. The enabling elements of the Programme are: promoting a shared responsibility among patients, medical professionals andsocial services; aligned incentives of all partners; using stratification models to assess population needs; using the Shared Electronic Health and Social Care record;and the implementation of a new care culture, with associated change management.

The implementation of the Catalan Model of Care for people who live in nursing homes /residential care and the Catalan Model of Care for home care (health andsocial home care & telecare) is already underway.



Yes

If yes, how? The RIS3CAT states six strategic lines: Innovation and knowledge, entrepreneurism, green economy, training, employment and social cohesion. Innovation andknowledge is a common line shared with the ERDF that states, as one of the main strategic priorities, strengthening research, technological development andinnovation and improving the use and quality of ICTs and their accessibility. In this sense RIS3CAT and the strategic lines of ERDF in Catalonia are in closely linked.



Partner PP18 Agency for health Quality and Assessment of Catalonia(AQuAS)


AQuAS is a public body in the Catalan Health Department. It generates knowledge to improve the quality, safety and sustainability of the Catalan Health System, andsupports decisionmaking for citizens and health care managers and professionals. AQuAS coordinates ERDF / RIS3 and KIC projects. Has integrated care and ehealth strategy experience through projects, including Renewing Health and United4Health (FP7), EPSOS (FP7), ACT Programme, SUSTAIN (7PM) and mRESIST(H2020). EIPonAHA member.



AQuAS is member of the board of directors of the Catalan Health Department and the COORDINATOR of ERDF, RIS3CAT strategies. It also coordinates differentgroups and meetings regarding both issues.





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The partner will participate in the exchange of experience with the other European partners. It will contribute with the methods, systems and experiences of Catalonia. Itwill involve and engage all the relevant partners to the project Catalonia will benefit from the project, as it will contribute to further developing the regions activities withinthe field of scaling AHA. The project will bring new innovative solutions to Catalonia and help export the Catalan system.




Health Department (Catalan Ministry of Health) Pla Interdepartamental d’atenció i interacció social sanitària Catalan Ministry of Economy and Knowledge



Health Department (Catalan Ministry of Health). Responsible for the public health policies in Catalonia. Pla Interdepartamental d’atenció i interacció social sanitària. Responsible for the implementation and deployment of the Social Care and Health Care Program inCatalonia. Catalan Ministry of Economy and Knowledge. Managing authority for the Catalan ERDF.



The Catalan stakeholders are working in close collaboration to develop the main strategies for integrated care and to evaluate the impact of their implementation. Allthe listed stakeholders belong to the Catalan Government, which will contribute to more effective interaction and team work The stakeholders will be invited to theEuropean Exchange of Experience events. They will be involved in the peer reviewing and the assessment of the other European regions, and they will be inspired bythe solutions and systems they meet to enlarge and develop the Catalan ecosystem, and to create collaboration with other European regions. The stakeholders will,jointly, be developing and implementing the action plan.





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Definition

Please name the policy instrument addressed Regional plan for innovation and sustainable value generation Agder 20152030


The regional plan for innovation and sustainable value creation Agder 20152030 is part of the followup of the Regional Development Plan Agder 2020. The plan is theSouth Norway region’s strategy for innovation and value generation based on cooperation and coordination between actors from the private, public, labour market andResearch & Development & Innovation (R&D&I) sectors. Endorsed by the County Councils of AustAgder and VestAgder in June 2015, the plan sets generalobjectives for innovation, regional economic development and value generation. It will give direction to programming of regional research and innovation funds. Theplan has a longterm perspective (20152030) and contains five areas: 1)Entrepreneurship, business creation and innovation 2)Research and development 3)Touristindustry 4)Agriculture and marine industries 5)Innovation in the public sector. We will focus on area no. 5 in this project. As the plan was only adopted in June 2015, ithas yet to be implemented. The implementation will thus benefit from lessons learned from multistakeholder cooperation in other parts of Europe. The localstakeholder group will contribute to regional learning to meet the public sector’s innovation needs for improved, efficient social and health services, e.g. throughinnovative public procurement. The innovation plan lacks a system of indicators, but the work programme will include these. The SCALE project aims to feed in usefuladvice for increased goal attainment.



No


No


Managing Authority: AustAgder County Council and VestAgder County Council. A letter of support from "AustAgder County Council and VestAgder County Council" isattached.



We will exchange ideas and practices with our European partners on how public innovation policies work to find solutions to local challenges. The policy instrumentwill firstly be improved through governance measures by providing advice on how crosssectoral innovation (public/private/voluntary) in the social and health care fieldcan be transferred through development of a multistakeholder ecosystem. By multistakeholder ecosystem we understand a formalised collaborative forum whererepresentatives from the public and private sectors, R&D&I and users can meet to learn and jointly produce solutions. Recommendations will focus on how thegovernance of the implementation work can be improved, including project selection. The innovation plan will also be improved through the creation of an Action planon how the results of the project could be funded in NEW PROJECTS. The European office and the stakeholder group will present the plan with suggested steps forbetter implementation to the regional authorities in charge of the instrument. Applications for funding will be submitted to instruments linked to the regional innovationplan, such as the regional development fund, the regional research fund and the scheme for regional research and innovation (VRI).



No of enterprises supported to introduce newtothemarket products

67 / 200 characters

Territorial context


regional


The cooperation reform (2011) gave Norwegian municipalities more responsibility for patients and preventive health care (the latter is shared with the counties). Themunicipalities work partly together, partly in municipal regions. In parallel with the cooperation reform, a municipal reform has been initiated. It is expected that manymunicipalities will merge over the next 5year period.

Some of the challenges the innovation policy must address are: There is need of more R&D&I based knowledge and innovation in the public sector to meet complex, crosssectoral challenges across several levels of governance,e.g. modernisation of and better service delivery in the care and health sectors in line with the population’s expectations, whilst reducing resources spent. e.g. modernisation of and better service delivery in the care and health sectors in line with the population’s expectations, whilst reducing resources spent. The region has test facilities such as the eHealth center of the University of Agder, show rooms for welfare technology and some use of innovative procurement andpublic/private collaboration, e.g. in the telehealth for COPD patients project United for health. However, lack of communication between public sector, R&D&I, industry,users and investors has led to underuse of these resources. We want to trigger more systematic and regular collaboration. Need to learn from other European regions with useful experiences of collaboration around use of welfare technology in the social and health fields Access to funding e.g. for more use of eHealth and innovative procurement Need for competitive knowledgebased jobs.

The SCALE project will provide improvements to the policy instrument for better generation, acceptance and implementation of new ideas, processes, products andservices.



Yes

If yes, how? The plan will be followed up by a research based RIS3 analysis that will operationalise, concretise and prioritise the plan’s recommendations and lead to an annuallyupdated work plan. The process will yield suggestions based on the region’s capability for innovation and value generation. In view of existing comparative advantagesand opportunities for local innovation in the sector, it is expected that the RIS3 will encompass multistakeholderbased innovation in the welfare technology sector.



Partner PP19 South Norway European Office


The South Norway European Office: Is owned by AustAgder and VestAgder Counties and is pivotal in the implementation of the Regional Development Plan, theInnovation Plan and the International Strategy, e.g. through international project generation Has worked with the members of the stakeholder group and representsthe county councils internationally in the eHealth field (e.g. in CORAL) Contributes to the region’s use of innovative procurement Enables SMEs to apply for Europeanfunding.



South Norway European Office (SNEO)is as a crucial and permanent member of the regional innovation policy/international support team. KEY ADVISOR on improvedimplementation of the innovation plan. SNEO will provide advice on how crosssectoral innovation (public/private/voluntary) in the social and health care field can betransferred through development of a multistakeholder ecosystem. As members of the regional stakeholder group, the County Councils will welcome the project’srecommendations.



The European Office will be the regional coordinator of SCALE and will work with the stakeholder group to develop regional content and share this with the Europeanpartners. We will apply for regional, national and European funding to support goal attainment by applying crosssectoral innovation in the care & health sector.Participation in the project should improve our knowledge of innovation policies, expand our network, and make us a more efficient "agent" for regional innovationpolicy.






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AustAgder County Council VestAgder County Council KS/ The Norwegian Association of Local and Regional Authorities (South Norway) NHO/ Confederation of Norwegian Enterprise (South Norway) The DIGIN cluster UiA/The University of Agder The Norwegian Association of Disabled (NAD) (South Norway) Agder Research (Interdisciplinary Social Research Institute)



AustAgder County Council VestAgder County Council (managing Authority). Policy makers. KS/ The Norwegian Association of Local and Regional Authorities (South Norway). Target group / Beneficiary.NHO/ Confederation of Norwegian Enterprise (South Norway). Target group. The DIGIN cluster. Target group / Beneficiary. UiA/The University of Agder. Target group. The Norwegian Association of Disabled (NAD) (South Norway). Target group / Beneficiary. Agder Research (Interdisciplinary Social Research Institute). Target Group.



The stakeholder group will be involved throughout the project. Success factors of the plan are that the relevant actors have ownership of the instrument and find theresults of its implementation useful. To improve the implementation, a broad platform of the actors is needed to maximise the potential benefits of the SCALE project.The stakeholders will contribute to designing a baseline of implementation of welfare technology in South Norway. The result of this exercise will be presented forother partner regions in pillar 2 of the project in an Exchange of experience/peerreview event.

To maximise local participation, a minimum of one representative from the stakeholder group will take part in all project events. Representatives of the counties andmunicipalities will take priority. Members of the stakeholder group will: follow and consider participating in events organised by the Policy Learning Platform. ensure that the SCALE work is coordinated with strategic plans for business development of the municipalities and the 5 municipal regions. contribute to designing and presenting the action plan to the managing authorities, to facilitate its adoption, uptake and use.

In the SCALE project, our region will learn from other regions how to improve the implementation of innovation policies, and how to apply multistakeholdercooperation as a main tool for this.





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Definition

Please name the policy instrument addressed Limousin European investment strategy 20142020 ERDF/ESF


The Limousin region has included ageing as a transversal theme within its Operational Programme and made it one of the 7 specialisation fields of its RIS3. Theactions supported within this framework have to bring solutions to R&I, economic development, ICT and intelligent buildings. The improvement pursued is for theimplementation of this OP, considering the need of some industries, in terms of support and financing, to help them to ripen their needs in innovation, not onlytechnological. The implementation will be made concrete through the Regional Innovation Strategy and the Smart Specialisation. Ex ante conditionality for thevalidation of the regional OP, the RIS3 is an instrument for the economic development of the Region. It is not an action plan but rather a state of play, with a SWOTanalysis. Next step is the implementation of governance. An evaluation of the former Regional Innovation Strategy identified that the “techno push” approach of theregional policy was successful in term of project emergence but not in terms of leading products to the market. It stated that the regional policies need to integrate anapproach more centered on the needs of the companies and their clients, as well as territories and their users. The Region needs to focus on a more specificapproach in the field of the Silver Economy to reach this goal. The Regional Innovation Strategy aims to enable the emergence of innovative projects, givingbusinesses the means to innovate.



Yes


No


Managing Authority: Regional Council of Limousin. A letter of support from "Regional Council of Limousin" is attached.



The improvement pursued is for the implementation of this OP that will be made concrete through the Regional Innovation Strategy and the Smart Specialisation. The main objective of the Limousin RIS3 is to improve the support measures toward innovative SMEs through the optimisation of regional, national and EuropeanFunds mobilisation.

A concrete action plan should help to improve the governance of the RIS3 in order to: Create the conditions for project emergence Build a sustainable economic model Better value the integration of the user (personcentred management and coordination) Promote open innovation Develop new concepts for adapted housing Design innovative accessible & unobtrusive ICT tools Spur innovative public procurement

Moreover, the regional RIS3, beyond the thematic priorities, promotes an approach of demand pulled innovation, more centred on the needs of the SMEs, their clients,territories and users. Autonom’lab’s experience and their living lab approach shall facilitate the transfer of a methodology to involve users in the innovation process.



Number of projects financed

27 / 200 characters

Territorial context


regional


The innovation dynamic is well structured as regards Autonomy and Home Care (Living Lab Autonom’lab labeled ENOLL + Limousin: National Reference Centre forHome Care), supported by a strong political will (Regional Ageing Plan) though still held back by the absence of an economic model. Today, the Limousin Region canlean on a well represented electric and electronic industrial sector ; an increasing sector of service to individuals and dependent people; few innovative “nuggets”(remote assistance); craft industry with the development of activities linked with the adaptation of housing; the University Hospital and more generally the stakeholdersas key partners for testing new medical tools and ehealth systems; emerging research; a training offer, still young but seeking coordination with Research andIndustry.

The improvement shall aim to strengthen the dynamic between the Region and its Living Lab and to integrate the clinical, social and environmental aspects. Thiswould stay within the scope covered by Autonom’lab, i.e. the home (including ehealth and remote monitoring). The objectives pursued are mainly to promote a marketdriven innovation, thus integrating users’ expectations and to lean on “innovation catalysts” and the whole ecosystem to provide coordinated support to businesses.



Yes

If yes, how? The definition of a RIS3 is an ex ante conditionality for the validation of the regional OP. It is linked with objective 1 “ to strengthen Research, technological developmentand innovation” and objective 2 “To improve access to ITC, their use and quality” One of the 7 sectors identified in the Limousin RIS3 is the Silver Economy, supportedby a transversal theme of digital uses (in this case ehealth, electrical & electronic devices, home automation and digital interface for homecare).



Partner PP20 Autonom'LaB


We represent 30 members from end users, social and health care associations, businesses, a university, a hospital and public authorities. We aim to improve healthand life quality of older people, matching social expectations with opportunities for economic development through user driven innovation. Strategy: set up goodconditions and a strong governance/ecosystem; promote and support collaborations among stakeholders; advice public policies.



Autonom’Lab is a Grouping of Public Interest: our TWO MAIN FINANCERS are the REGIONAL COUNCIL and the Regional Health Authorities and they hold the majorityof votes in the Board. Our president is the president of the regional council. Autonom’Lab strategic plan reflects regional political priorities and has been validated bythe Board. The region selected Autonom’Lab as the leader of the action group for the implementation of one of the RIS3 regional strategic domain: the Silver Economy.



Thanks to our experience as a “territorial” and living lab, we are able to share our experience concerning the opportunity to develop local ecosystems and build livinglabs. On the other hand, we would like to learn from other partners about how to strengthen integrated care and how to scale up innovation. We will host site visits andmajor project events, such as the EEPE event in M6 on exchange of experience and peer review.




1. Regional Council Conseil régional du Limousin 2. Health authority Agence Régionale de Santé 3. Local departments Conseils Departementaux




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4. Health, care, home care organizations 5. University Hospital of Limoges 6. Users associations 7. University of Limoges 8. Hospital of Limoges 9. Regional chamber of commerce 10. Users associations 11. Regional development agencyLimousin 12. Expansion 13. Cluster Elopsys 14. Private cies



Stakeholders 1, 2 and 3 are policy makers.Stakeholders 4, 5 and 6 are target groups.Stakeholders from 7 to 14 are beneficiaries.



These partners are all involved in the innovative economy dynamic: they contribute to the increase and strengthening of the region’s capacity to create and produceinnovation. They are active in research and development, technology innovation and transfer, economic development, SMEs competitiveness, social innovation anddemand side stimulation.

The stakeholders will be invited to share their expertise and experiences in different ways. They will be invited to participate in and support events and site visits.Autonom’lab will organise awareness meetings in order to prepare the group for the exchange and set up an active communication system to inform and involve thestakeholders. Each entity will appoint a contact person, and a committee in charge of the project, exchange of experience and support to the EEPE will be set up.

Most stakeholders will attend Autonom’lab’s monthly monitoring committee, where they will be updated on project developments, and discuss their role andresponsibilities. The involvement of stakeholders will be boosted through off line questionnaires or face to face interviews. Support from regional chamber ofcommerce and clusters will help to raise awareness of the project among economic stakeholders.

At least one public conference will be organised to involve final users and patients to allow them to express their opinion. The stakeholders will be involved indeveloping and implementing the action plan.





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Definition

Please name the policy instrument addressed Border, Midland & Western Regional Operational Programme 20142020


The Border, Midland & Western Region’s operational programme covers a total of 13 counties (Donegal included) accounting for 47% of Ireland’s land area, 26.5% ofthe population & 19% of GDP. The managing authority of the operational programme is the North & Western Regional Assembly which contains representatives fromeach county council in the region. Financial allocation for the programme is €320.2 million of which 50% is funded by ERDF. The objective of the programme’s Priority1 is to strengthen the research, technological development & innovation of Irish industry in order to promote its quality & commercial applicability, ensuring that it leadsthe response to changes in customer needs. The programme aims to increase the number of firms engaged in research & development projects & to increasecooperation between firms & 3rd level research institutions engaged in research & development both nationally & transnationally The policy instrument needs to beimproved as the region currently has a low level of research & development activity & low levels of cooperation between firms engaged in research & development &between these firms & research institutions. From the Central Statistics Office (2011) the Border, Midland & Western Region had just 3,350 research staff comparedwith 12,420 in the Southern & Eastern region and only 1/3 the number of patent applications.



Yes


No


Managing Authority: Northern and Western Regional Assembly. A letter of support from "Northern and Western Regional Assembly" is attached.



Considering that the level and quality of research, development & innovation in Ireland is considerably lower in the Border, Midland & Northern region relative to theSouthern & Eastern region, there is considerable scope for improvement through learning / cooperating with other European partner regions. Through participation inNEW PROJECTS which teach best practices there will be an improvement in local understanding and capability to develop and implement assisted living solutions.As the priority of the operational programme is to improve the capability of local enterprise to innovate and succeed, this project holds a particular benefit for ourassisted living technology sector. This sector needs improvement especially regarding local enterprise and research institution involvement. Participation in interregional best practice projects will open up local avenues to new technologies and learning programs which will benefit local industry & research institutions. The goalis to initially implement these projects in Co. Donegal learning from transnational partners to create an ecosystem of research and innovation and, if successful, scaleup to the regional level and then national level.



Number of enterprises cooperating with research institutions

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Territorial context


regional


As already mentioned, research, development & innovation is a much weaker area in the Border, Midland & Western region compared to the South of the country andneeds substantial investment and improvement. In 2011 the region had just 3,350 research staff compared with 12,420 in the Southern & Eastern region and only 1/3of the number of patent applications. Cooperation in joint research projects needs to be increased as fewer than 20% of research & development enterprises areengaged with other firms outside Ireland. Also, only 20% of research & development firms are engaged with higher education institutes or other institutions in Ireland &fewer than 10% engaged with these types of institutions abroad. The proportion of companies undertaking innovation activities (53%) is far lower than the Southern &Eastern region (79%). Business expenditure on research & development was €372m in the Border, Midlands & Western region compared with €1,495m in theSouthern & Eastern region. As regards the need to improve assisted living technology in Ireland, the number of people over 65 is rising & may stand at around 20% ofthe population by 2036, which will include many more people aged over 80. People in Ireland are living longer and this is a testimony to its status as a developedeconomy. Therefore we see a great opportunity to both improve our research, development & innovation capabilities in the area of assisted living technologies & tohelp alleviate the problems of an ageing population. These two are interconnected and will have particular relevance in Co. Donegal where the percentage of olderpeople is higher than the national average. Donegal is the 4th largest county in Ireland and has a high rural isolation rate with the highest proportion of older peopleliving alone in the country, increasing the need to provide effective assisted living technologies.



Yes

If yes, how? Ireland’s Smart Specialisation Strategy for Research & Innovation lists 14 priority areas for public research funding of which 4 are relevant to the policyinstrument:1)Connected Health,2)Medical Devices,3)Innovation in Services & Business Processes,4) Processing Technologies & Novel Materials. These 4 areascombine to create the business & research environment needed to promote innovative solutions for the healthy & active ageing of our elderly population, in line withthe aims of the project.



Partner PP21 Donegal County Council


As the local authority, Donegal County Council has a remit in health & social care, housing, social inclusion, access to public services, & promoting the economicdevelopment of the county. The Council has great experience in creating & chairing stakeholder groups to implement policy at a local level. With a dedicated SocialInclusion Unit & EU unit the Council is very competent in managing EU funding, developing local & transnational partnerships & implementing social inclusionmeasures.



The main function of the Northern & Western Regional Assembly (NWRA) is to draw up regional spatial and economic strategies which will be drawn fromprogrammes, plans and policies of local authorities & other local stakeholders. Donegal County Council HAS THREE ELECTED MEMBERS on the Northern & WesternRegional Assembly, is represented at executive level on various policy committees and has a KEY POLICY INFLUENCER role as chair of the Donegal Age friendlyalliance.



Donegal County Council has significant experience in the creation of stakeholder groups and facilitating cooperation between different organizations/groups. Thiscould lead to the Council contributing as a teacher in this area. We expect to benefit from cooperation through learning and participating in projects that teach goodpractices in assisted living technology development and implementation.




1. Donegal County Council – Policy Maker & Beneficiary 2. North & Western Regional Assembly Beneficiary 3. Health Services Executive – Beneficiary 4. Letterkenny Institute of Technology – Target Group & Beneficiary 5. Older Persons Forum – Target Group & Beneficiary 6. Private sector Target group & Beneficiary




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7. Local Development Companies – Target Group & Beneficiary



1. Donegal County Council – Local Policy Maker 2. North & Western Regional Assembly – Managing authority for structural funds and the regional operational programme 3. Health Services Executive – National authority with responsibility for implementing health specific policy 4. Letterkenny Institute of Technology – through COLAB the business incubation centre, its role is to research and develop assisted living technology/ cooperate withlocal enterprise. Also will have opportunities to cooperate with other national/international research institutions 5. Older Persons Forum – target group of older persons representatives/community groups who will provide feedback/ influence on policy direction 6. Private Sector – Small & Medium sized enterprises (SMEs) will be engaged and will have a key role in cooperating with partners/research institutions todevelop/implement assisted living technologies and build on existing pioneering work underway within the region 7. Local development companies – Direct linkages with target group and undertaking of age friendly local initiatives



The stakeholder group will include all relevant bodies which can have a direct influence in improving research, development & innovation in the area of assisted livingtechnologies in Donegal. Through regular and participative meetings we will foster a cooperative environment and the creation of an ecosystem of innovation andcreativity. Stakeholders will have the opportunity to meet, exchange ideas, experience and build relationships. The goal is that through participating in interregionallearning projects we will increase the expertise and capacity of our stakeholders to develop and implement assisted living technology. Donegal County Council will coordinate and plan an interregional workshop or seminar in our county in order that our stakeholders have the opportunity to further benefit from our participation in theproject. One of our performance indicators is the number of stakeholders involved and impacted and we consider the improvement in their capabilities and knowledgea key aspect of our cooperation in the project. Meetings, cooperation and regular feedback from all stakeholders will also be used to create an action plan for theassisted living technology sector in the county. Donegal County Council already has experience in this regard through the creation of The Donegal Age FriendlyAlliance stakeholder group which created the Donegal Age Friendly strategy; the new 3 year plan to make Donegal the best county in Ireland to grow old in.





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Definition

Please name the policy instrument addressed Operative Program of Funds for Regional Development of the Valencia región 20142020


For 20142020, the investment of the FEDER Operational programme in the Valencia region will be up to €568.024.839. The Axis 1 ‘promote research, technologicaldevelopment and innovation’ will get funding for €156.930.000 whereas Axis 2 ‘Enhancing access to, and use and quality of ICT’ will get €139.260.000, being alignedwith needs and challenges identified in the strategy of development and implementation of the Digital Agenda for the Valencia region which is aligned with the SCALEproposal themes. Valencia region has a solid healthcare provision system supported by an electronic health record that promotes improvements in diagnosis andcare activities. It is necessary to adapt technologies to new societal challenges as, according to the European Digital Agenda, the use of ehealth will enableprofessionals and citizens to improve access to medical platforms that will be adapted to end user needs, sharing resources from different areas as well as socialand health care. Valencia has a powerful electronic health record that allows data sharing and specialised primary care for patients. There is no common integratedsystem for integrated care as systems depend on different municipal administrations. This is a specific area that the Valencia region wants to improve existingpolicies. Different actions are working to converge in a unique system through projects like SMARTCARE; BEYOND SILOS and INCA where integrated care is beingvalidated in controlled environments in Valencia.



Yes


No


Managing Authority: Regional Government of Valencia. A letter of support from the "Regional Government of Valencia" is attached.



Improvements will happen through the three axes: STRUCTURAL CHANGES: To achieve a better and faster development process of integrated policies between health and social care public organisations. Theregion needs to be more flexible and provide answers to fast changing societal demands, especially concerning Active Healthy Ageing (AHA). Additionally, we want toaddress policies where end users are more than end users, being active stakeholders in the whole process, being part of a multistakeholder ecosystem as that willimprove scaling up of smart solutions for AHA. IMPROVED GOVERNANCE: As stated previously, the involvement of all the stakeholders in the process of policy development and the learning ecosystem is a keyissue. To achieve that, new governance models should appear based on competence, knowledge and impact. NEW PROJECTS supported: New funded projects need to boost the learning ecosystem in the AHA field, facilitating further scaling up.



%R&D expenditure by private sector

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Territorial context


regional


Valencia is one of the 12 European sites awarded with three stars for the good practices about active and healthy ageing. Different initiatives are currently being scaledup from cities to the whole region. As example: Screening information of the nutritional status for older people in primary care settings through ICT. Screening information of the snuff and alcohol consumption of the older people in primary care settings through ICT. Online and offline courses facilitating access of seniors to ICT. Public Health Website CuidateCV with supporting materials to encourage healthy lifestyles for all the aged (food, exercise). Support materials for the maintenance of cognitive abilities.

As a pending task to be improved through, amongst others, the development of new policies (i.e. the region needs to be more flexible and provide answers to fastchanging societal demands in the AHA field) and better coordination among all the health and social care providers is needed



Yes

If yes, how? RIS3 CV is directly linked to ERDF policies through activities under the following items: Axis 1. Quality of life: • 1.1. Food, beauty and home products • 1.2. Promotion ofhealth and efficient health care • 1.3. Tourism and quality of life We are looking for the alignment of all the stakeholder around the quadruple helix ecosystem,developing new and/or innovative markets. Some issues are addressed through a transversal program Development of an innovation health technology ecosystem.



Partner PP22 Polytechnic University of Valencia


Participating in EU activities (R&D, CSA, CIP, AAL projects) on these topics since 1998 in close cooperation with public bodies (Regional Ministries of Social Welfareand health), regional SMEs, NGO, etc, covering user requirement analysis, technological deployment, evaluation, elaboration of strategic plans, (e.g. RIS3assessment). Member of CORAL and different standardization, policies and research associations.



Expert organisation APOINTTED BY THE ENTITY IN CHARGE of elaboration of SOCIAL POLICIES: the Regional Ministry of Equality and Inclusive Policies. Its expertise,track record and European engagement (CORAL and the EIPonAHA Reference Sites Collaborative Network and the EIT Health), places it in the ideal position to usethe SCALE project’s learning in ways that can positively influence the development and implementation of the policy instrument specifically, its Innovation focus.



The partner will act as broker of all the Valencia region stakeholders, disseminating all the information and promoting all the possible activities to push for a proactivechange in the way related policies are designed, considering a bottomup approach and paying more attention to societal challenges. The partner will benefit from theknowledge generated throughout the project to evaluate its own practices and learn new methods.




1. Secretariat of Economic Model and Financing, Regional Ministry of Finances and Economic Model 2. Regional Ministry of Equality and Inclusive Policies 3. Regional Ministry of Health 4. Universitat de València – Polibienestar 5. Valencian Council of the Elderly, and Valencian Quality of Life for Elderly Foundation



1. Secretariat of Economic Model and Financing, Regional Ministry of Finances and Economic Model. Policy maker Managing authority in the Valencia region forstructural funds.




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2. Regional Ministry of Equality and Inclusive Policies . Policy Maker The Regional Ministry of Equity and Inclusive Policies is responsible at regional level of thedefinition and implementation of policies related to wellbeing, social, and inclusion issues.3. Regional Ministry of Health. Policy Maker The Regional Ministry of Health is responsible at regional level of the definition and implementation of policies related tohealth.4. Universitat de València – Polibienestar. Policy Maker Experts in policies design, analysis and deployment. Leading different EU networks related to health andwellbeing. Member of CORAL.5. Valencian Council of the Elderly, and Valencian Quality of Life for Elderly Foundati. Target group – Organisations that are currently collecting needs from elderlyregarding smart health and AHA, being drivers for the conversion of policies towards specific actions.



A stakeholder group will be created in order to support UPV in the implementation of their activities within the project, and regular meetings will be arranged to informon project activities, information collections, future steps and lessons learned. UPV is working closely with the Health and Social Regional Ministries in differentactivities, for example the SmartCare and the Beyond Silos project, both about integrated care. Both Polibienestar (UV) and ITACA (UPV) are leading the microclusterHealthy Living in the Valencia region, where SMEs and the biggest regional healthcare providers are involved. Members of the different stakeholders group will attendmeetings, participating in different learning processes according to the major roles of each entity.

The stakeholders will be invited to the European events, they will participate in the setting up and assessment of the regional ecosystem, and will contribute to peerreviewing other European ecosystems. They will meet other likeminded European partners, and have the opportunity to create new relationships, and new businessdevelopment opportunities. The stakeholders will contribute to developing and implementing the action plan.





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Definition

Please name the policy instrument addressed Territorial and Settlement Development Operational Programme (TOP)


The Territorial and Settlement Development Operational Programme (TOP) is the followup of regional operational programmes, among others of the ÉszakAlföldRegional Operational Programme (OP), for the budgetary period of 2014 2020. It is a centralised OP in the sense that there will be only one OP that incorporates theterritorial development objectives of all regions. Nevertheless, it draws on ÉszakAlföld’s 3 counties’ and on its urban counties' inputs (i.e. on countylevel OPs and oncities' integrated development programmes).

The main priorities of the TOP include:1) economic development and job creation; 2) improvement of the framework conditions of entrepreneurship (e.g. through improvement of public services, for example health and transport services; developmentof settlements' infrastructure; elimination of segregation and human resources development); 3) switch to a lowcarbon economy; and 4) development of cities' and settlements' identity, cohesion and satisfaction through CLLD programmes (specific objective 4.A. Improving accessibility and quality ofpublic services.



Yes


No


Managing Authority: Managing Authority for Regional Development Programmes, Deputy StateSecretariat of Economic Development Programmes, Ministry forNational Economy. A letter of support from this managing authority is attached.



ÉszakAlföld Regional Development Agency (ÉARDA) stakeholders will improve the TOP with the support of the project – with special emphasis on Priority 4 Development of local community services and fostering social cohesion (Specific Objective 4A Improving accessibility and quality of public services).

The focus of this Specific Objective includes the infrastructural development of the general healthcare system, ensuring accessibility and the development of thevarious services provided. These measures will ensure that the citizens will live longer and healthier lives, will be able to work and, due to the concentration of theresources, costefficiency and quality of the services will improve. The further development of basic social infrastructure is an important condition to develop andimplement programmes for social cohesion, to increase employment, decrease the burdens of families and develop new services for better life quality.

ÉARDA is the intermediary organisation of the ÉszakAlföld Regional Operational Programme (20072013). Its main activities include the management, administrationand monitoring of implementation of supported projects. In order to improve TOP, ÉARDA will SUPPORT the PROJECT applicants for TOP calls with information andinternational good practices collected in the frame of the SCALE project, to ensure that TOP beneficiaries incorporate the knowledge available on international level intheir proposals.



Number of projects initiated that consider the aspects of the active and healthy ageing

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Territorial context


regional


Projects implemented by ÉARDA have addressed various aspects of public services and active and healthy aging. The ÉszakAlföld region is facing various problemsdue to demographic changes, however sees a huge potential in exploiting the silver economy, thus it is of high importance to support active and healthy aging.Between 20012011, the number of older people increased by 250 000. In the last decade, less children were born and with increasing life expectancy, the region’spopulation is aging. In 2001 there were 123 older people per 1 child; by 2011 this figure rose to 161 to 1. This means that there are more dependents per activepopulation, and this tendency is set to continue over the next 1015 years. This issue is very important because in 10 years’ time, as a result of a population boom inthe 1950’s, a huge population group will become pensioners and this will generate new challenges for the Hungarian social and healthcare system. It is alreadyimportant to ensure that members of this population group maintain their health and stay active as long as possible. When taking a closer look to the 50+ population,we can see that it is really heterogenic in terms of living conditions and financial possibilities; however we can divide it into two main groups. One group contains thosethat are still economically active, with higher income and social status – they can afford higher spending as well. Whilst in the other group, we have the already inactivepensioners on lower incomes that do not have much money to spend. During the project, ÉszakAlföld stakeholders will be able to examine good practices in allaspects of active and healthy aging. This will enable new projects (when applying for TOP funding) to be based on internationally tested methods, leading to a higherquality, robust submission. Learning activities and study visits will further support regions to find internationally available solutions for their challenges in active andhealthy aging.



No


Partner PP23 ÉszakAlföld Regional Development Agency NonprofitLimited Company


ÉARDA plays an active role in: finding solutions to adapt management of public infrastructure and services to demographic changes in shrinking regions (Central Europe, ADAPT2DC). increasing the regional economy by the means of senior tourism development and supported active and healthy ageing (INTERREG IVC, TOURAGE – expertise tothe Hungarian partner). supporting the development of EU policy in employment and social inclusion (PROGRESS, S3 – Social Skills for Silver Economy).



ÉARDA was INVOLVED INTHE DEVELOPMENT OF THE TOP having a centralised Managing Authority at the Ministry of National Economy. The Intermediary Bodysystem for the daytoday management of the Programme is not yet set up, thus the exact role of ÉARDA in the future implementation is not clear at this point, but couldbe intermediate body. However, ÉARDA plans to support project generation in its territory connected to the TOP priorities as well as supporting the implementation ofthese projects.



ÉARDA will share its experiences and the experiences of ÉszakAlföld stakeholders with the other project partners. It will also use its management experiences(Component Leader and LP in other INTERREG IVC projects) to support the LP in the project implementation. It will benefit from the other partners’ good practices withregard to fostering active and healthy aging, with special emphasis on generating collaborations and projects in this field as well as updating existing regionalstrategies.






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1) INNOVA Regional Innovation Agency 2) 3 Chambers of Commerce and Industry 3) Technology Transfer Office of the University of Debrecen 4) 3 County Councils 5) Regional municipalities



1) INNOVA Regional Innovation Agency. Beneficiary.2) 3 Chambers of Commerce and Industry. Policy maker. 3) Technology Transfer Office of the University of Debrecen. Beneficiary. 4) 3 County Councils. Policy maker. 5) Regional municipalities. Policy maker.



A Regional Stakeholder Group (RSG) will be set up at the beginning of the project to agree on the main focus of the activities on regional level as well as to define themost important challenges to be tackled by the project. Members of the RSG will participate in the project activities.

Members of the Regional Stakeholder Group will be invited to the European events, where they will meet European peers and experts.

The RSG will be the key instrument in defining and setting up the local ecosystem. They will be involved with the objective of them taking ownership of the system.

The RSG will have regular meetings and will ensure that the Regional Action Plan to be developed is based on common understanding and willingness, thusensuring the sustainability of project results even after closure.





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Definition

Please name the policy instrument addressed Andalusia European Regional Development Fund ERDF 2014 – 20 OP (Draft)


ERDF relates to this project as far as thematic objectives 1, 2 and 9 are concerned. Investment priorities are highlighted in each case:1.Strengthening research, technological development and innovation. Investment priority 1b2. Enhancing access to, and use and quality of information and communication technologies (ICT) Investment priority 2c3. Promoting social inclusion, combating poverty and any discrimination. Investment priority 9a.2 types of actions are linked to the project:Adaptation and modernization of local residential centres, as part of the improvement of the active ageing policies’ programmes. This action aims to support 65 olderpeople in a dependency situation.Improvement of accessibility for disabled people. The initiative “Accessibility Smart Human City” makes services available through ICT and is also part of theproposed actions. The Andalusia ERDF 2014 – 20 OP (Draft) establishes a longterm financial plan for the period 20142020 and tackles the aforementioned priorities in a region where: there is an important public system of science and technology that must be completed and consolidated; there is a need to improve the application of TIC in public services; part of the population is at risk of poverty and there are deprived areas that require a more intensive deployment of social services. In recent years the population hasgained better access to health services, but it is necessary to increase the offer and quality of services rendered.



Yes


No


Managing Authority: General Directorate for European Funds, REGIONAL GOVERNMENT OF ANDALUCIA. A letter of support from the "General Directorate forEuropean Funds, REGIONAL GOVERNMENT OF ANDALUCIA" is attached.



We foresee improvements through NEW PROJECTS supporting Active Ageing and Autonomy that promote better integration of resources and development of newservices. Demographic trends, ageing, chronicity and the development of new technologies determine the quest for new innovative models of integrated health andsocial care. The creation of a Social Ecosystem model will be a core element of the implementation of new projects based in the regional quadruple helix for theStrategy on Active Ageing, involving representative stakeholders (public administration, technological companies, private sector provider and university). The actionsaim to synergise stakeholders’ involvement in planning, development, monitoring and evaluation, as well as an increase in their collaborative work. The activities willachieve social innovation outcomes, involving conceptual, process and organizational change, giving new answers to social problems and delivering new servicesthat improve the quality of life of the population. The Preliminary Bill of Social Services of Andalusia (to be approved late 2015), will strengthen the Public System ofSocial Services, with measures such as Research and Innovation in Social Services, coordination with other sectors, and between Social and Health Services.Andalusia will establish the strategies to boost R + D + I in social services in the framework of its policies on research, and will promote innovative actions amongst allits public and private stakeholders.



Number of people benefitting from the social improvements

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Territorial context


regional


(*) Andalusia has 8.402.305 inhabitants, of which 1,337,288 are over 65 and represent one of the main target groups of the Dependency Act. 163,348 persons arebeneficiaries (7 out of 10 people in a dependency situation are over 65, with a female profile (64% women). Taking into account the main figures of the Dependency Actin Andalusia, this represents 22% of all beneficiaries in Spain (Andalusia is the leader in the implementation of the Law). 62% of its benefits are linked to servicesprovision whereas 38% are economic ones: 46,023 persons are beneficiaries of home care, 53,153 ones in dependency situation are beneficiaries of the TelecareService, 21,507 are users of residential care, and 13,006 are users of Day Centres. Andalusia has 1,504 centres devoted to dependent people, with 42,730 places(28,732 for people over 65 and 13,998 for other dependent people). According to the National Observatory of Dependency, Andalusia is one of the three Spanishregions with the best performance in Law implementation. The Andalusian Telecare Service is a personalized care system, providing an immediate response to emergency or unsafe situations, loneliness and isolation. Basedon new communication technologies, it enables users to maintain verbal contact through a phone line 24 hours a day, any day of the year. Telecare gives dependentpeople and their relatives greater autonomy, supporting them to continue to live and integrate in their local community. Thus, the Act on the Promotion of PersonalAutonomy and Care for Dependent Persons expressly includes it in the Services Catalogue. The Telecare Service expands beyond the care of dependent people. In fact, there are 188,012 users (71.2% are people over 65; 28.3% are people in dependencysituation; 0.5% are disabled people). 58% of the users live alone, 65% are above 80 years. It is an efficiency model for public health and citizenship. Phone support tousers requiring health care saves 2.3 million euro/year.(*) 2014.



Yes

If yes, how? RIS3 Andalucía is part of the regional smart European specialization strategies. Its Priority 5, “Boost health and social welfare systems”, is related to AHA, eHealth andwellbeing, and it counts on 5 actions: 1.Development of the biohealth business. 2. Creation applications and technologies for new health and social welfare services.3. Advanced therapies and regenerative medicines. 4. Social and health populationbased research. 5. Research and innovation on healthy life and active ageing.



Partner PP24 Regional Ministry of Equality and Social Policies of theAndalusia Government


The Regional Ministry of Equality and Social Policies of Andalusia (RMESPA) is in charge of equality and social welfare and the leadership of the Agency of SocialServices and Dependency of Andalusia. RMESPA utilises both ERDF and ESF funds and is the body defining inscope planning areas (equality and social policies).Andalusia participates in the EIP on AHA, contributing to the six Action Plans and was awarded threestar reference site status for its eHealth and Active AgeingStrategies.



The Regional Ministry of Equality and Social Policies is in charge of the proposal, implementation and promotion of social policies of the Andalusia Government. It hascompetences in social services, childhood, families, older people, disability, community services, drugdependency, drugaddiction, dependent people, immigration,social volunteering and crosscutting policies of Junta de Andalucía on equality and social scope. It can be considered an INTERMEDIATE BODY.



Analucia will share our experiences of regional collaboration and structure building, especially when it comes to our telecare system. We will benefit from theexperiences of the other European partners, the creation of a mulitfaceted ecosystem and the methods to work with the private sector.





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1) Consejería de Igualdad, Salud y Políticas Sociales (Regional Ministry of Equality, Health and Social Policies of Andalusia/ RMEHSPA). 2) Consejería de Economía y Conocimiento 3) Agencia de Servicios Sociales y Dependencia de Andalucia (Agency of Social Services and Dependency of Andalusia) 4) Fundación Ageing Lab (Ageing Lab Foundation). 5) TUNSTALL 6) Confederacion Estatal de Mayores Activos (National Confederation of Active Elderly) 7) University of Granada



1) Regional Ministry of Equality and Social Policies of Andalusia: Responsible public body of equality and social policies in the region. Policy Maker. 2) Regional Ministry of Economy and Knowledge of Andalusia: Intermediate body in Andalusia of the ERDF Managing Authority. Policy maker. 3) Agency of Social Services and Dependency of Andalusia: public agency that supports the RMEHSP. One of its main objectives is the management of the DependentCare System in Andalusia. Implementation body. 4) Ageing Lab Foundation: Stakeholder from the private sector directly linked to Active Ageing, to promote synergies between all the stakeholders in the field ofdemographic change and ageing, and to establish networks for giving integrated answers to this challenge. Private foundation and collaborative stakeholder involvedin the project policymaking. 5) TUNSTALL: eHealth technology provider, closely related to the regional organisation of Andalusia. Private company and collaborative stakeholder involved in theproject policymaking. 6) National Confederation of Active Elderly: NGO of seniors at national level, with the main objective of promote the active life after the retirement, and to continue beingactive and useful for the society. Private and collaborative body involved in the project policymaking. 7) University of Granada: Stakeholder from the academia. Public university and collaborative stakeholder involved in the project policymaking.



The involvement of stakeholders will be based on collaborative work at regional level. The stakeholders will be invited to the European Exchange of Experience events,where they will meet peers and have the opportunity to exchange views . They will support the Regional Ministry of Equality and Social Policies on the development of asocial ecosystem, through workshops and meetings, as well as the organization and participation in study visits. The overall work will have as a result thedevelopment of the most suitable action plan in the Andalusia region. The stakeholders will support the Andalusian actions in all the 3 pillars of the project:Ecosystem, Implementation and Scaling Up.





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Definition

Please name the policy instrument addressed EU Structural Fund and Investment Funds Strategy 20142020: Liverpool City Region


The policy instrument that links to the ERDF for England 2014 to 2020 Operational Programme – sets out how the cityregion will spend its EU funding allocation. Itlays out opportunities for and barriers to growth and sets out priorities to increase GVA, grow the business base, create jobs and help residents into employment. Itprioritises 5 portfolios. This includes an innovation economy portfolio that is allocated €26.5m of ERDF and €5m of ESF resources. Within this portfolio, key actionsinclude: (i) creating the physical and organisational conditions to support smart specialisation priorities and innovation; (ii) boosting the application of knowledge andinnovation through Open Innovation and commercialisation of new products and processes. Key outputs relate to enterprises supported, new jobs created,companies involved in research collaboration and private sector finance levered.

An accompanying innovation plan puts more flesh on the focus of activity to deliver outputs and objectives. It has 4 priority areas. One, on health and wellbeing,incorporates a Smart Health and WellBeing Programme that embraces ecosystem development, living labs, testing grounds and scaling up of smart healthcaresolutions. For impact to be maximised in this area, there is a need to ensure that the policy focus and adopted measures effect evidencebased good practices andoffer cityregion companies access, for validation and scaling up purposes, to other European regions.



Yes


No


Managing Authority: Liverpool City Region Local Enterprise Partnership. A letter of support from the "Liverpool City Region Local Enterprise Partnership" is attached.



We envisage type 1 – “implementation of NEW PROJECTS” and type 3 “CHANGES IN STRATEGIC FOCUSs” improvements to the policy instrument. The former willrelate to structural fund investment being configured to reflect lessons learnt and evidence from SCALE. The latter will reflect measures in the policy instrument andrelated innovation plan being refined to maximise impact. Specifically, these improvements will come from: (a) applying good practice lessons and the state of the artto (i) ecosystem formation and maintenance; (ii) living lab and testing ground development and processes; (iii) evidencebased improvements to scaling up; (b) peerreview of the Liverpool policy instrument and project; (c) Interregional collaboration that will provide new policy and implementation opportunities that can (i) supportinterregional testing of innovations and (ii) open up new markets for regional SMEs thereby enhancing policy outcomes especially related to economic growth and jobcreation.



Amount (euros) of private sector funding levered

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Territorial context


regional


Liverpool City Region, via Liverpool Clinical Commissioning Group (LCCG), is a Reference Site within the EIP on AHA. LCCG coordinated and led the €20 million,More Independent Programme from 2012 to 2015 one of four UK dallas projects to begin to develop assisted living at scale.

Building on this foundation, LCCG’s Digital Care and Innovation Programme aims to transform how care is delivered and to make Liverpool one of Europe’s mostdigitally advanced health and social care economies by 2020. Mutually enforcing pillars include: developing quadruple helix ecosystem and international markets; developing and testing innovations for health and social care; scaling up smart solutions; intelligence and evaluation.

Within the territory, expanding the cityregion’s smart healthcare economy is a smart specialisation priority and is part of the cityregion’s structural fund programme. Inthis context, LCCG has successfully scaled up telehealth, learnt lessons from efforts to construct a consumer market and has nascent living labs. It has a vibrant SMEinnovation community and an emerging quadruple helix infrastructure. There is a new Innovation Board and LCCG chairs its health and wellbeing subgroup. However, the cityregion’s ecosystem, living lab infrastructure and wider growth of its smart healthcare economy requires further improvement and development. TheSCALE project will help to meet this challenge. Key aspects that need improvement within the territory include: enhancing the ecosystem and its governance throughout the cityregion; integrating good practice in the living lab and testing ground infrastructure; building a consumer market in smart healthcare solutions and expanding public procurement of innovation; developing interregional links to open new markets for city region SMEs, access leading edge innovations, develop living lab collaboration and incorporatingevidencebased, good practices.



Yes

If yes, how? The draft Liverpool City Region Innovation plan (the cityregion’s RIS3) mirrors the focus of the 3 SCALE themes: ecosystem development, validation (particularly itsfocus on living labs and testing grounds) and the scaling up focus on consumer markets, public procurement of innovation and innovative forms of finance. All aspectsare explicit within the Mi Smart Health and WellBeing Programme that is part of the Innovation Plan and the Structural Fund Programme’s health and wellbeingstrand.



Partner PP25 NHS Liverpool Clinical Commissioning Group


Scaling up assistive living is key to implementing the policy instrument. LCCG’s competences and experience in this field are considerable. It led up to 2015 the MiProgramme a €20 million programme to transform care through innovative technology. LCCG now drives its Digital Care and Innovation Programme to build on Miand to make Liverpool one of the most digitally advanced health and care economies in the EU. In 2013, the EC awarded LCCG Reference Site status for active andhealthy ageing.



LCCG is on the REGION'S INNOVATION BOARD that oversees the Innovation Economy strand of the policy instrument. It chairs its Health and WellBeing group andleads the smart healthcare programme in the Innovation Plan. This, along with its expertise, track record and CORAL role, ideally positions it to exploit SCALE’slearning to influence positively the development and implementation of the policy instrument specifically, its focus on ecosystems, living labs, testing grounds andscaling up.



LCCG is in the steering group. It will lead its stakeholder group and regional selfassessment and host a “scaling up” EEPE event. It will contribute fully to 4 otherEEPE events on “validation” and “scaling up” and share experience in and learn from the mutual learning and knowledge development seminars. It will contract anexpert to the Scientific Team. With regional partners, LCCG will help to develop the SCALE framework strategy, draft its region action plan and ensure itsimplementation.





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1) Liverpool City Region Local Enterprise Partnership 2) Liverpool EHealth Cluster 3) Liverpool Vision 4) North West Coast Academic Health Science Network (NWCAHSN) 5) Liverpool University



1) Liverpool City Region Local Enterprise Partnership. mANAGING aUTHORITY. The Liverpool LEP has responsibility for developing the city region Structural Fundsand Investment Funds Strategy and is the policy instrument’s managing authority within Liverpool City Region. (Policy maker)

2) Liverpool EHealth Cluster. EHealth Cluster is a community developing ideas and products to solve health and care problems. It combines technology companies,startups and consultants and is part of the Innovation Board’s Health & WellBeing group. (Beneficiary & target group)

3) Liverpool Vision. Liverpool Vision integrates economic development and business and enterprise support – working alongside the City Council. It drives theInnovation Board and has a key role in the delivery of the policy instrument. (Beneficiary and policy maker)

4) North West Coast Academic Health Science Network (NWCAHSN). NWCAHSN works with patients, the NHS, academia and industry to codevelop solutions to jointchallenges and support the NHS to adopt new products and services. It is part of Innovation Board’s Health & WellBeing group. (Beneficiary and policy maker)

5) Liverpool University. Liverpool University has a key role in the Innovation Board and works with regional stakeholders to research, develop and bring newinnovations to market. It is also a key partner in implementing the policy instrument. (Beneficiary and target group)



The Liverpool City Region stakeholder group will be closely involved in the development of the project and its interregional learning process. All stakeholders will beinvolved in the administration of the selfassessment tool at baseline, end of phase 1 and end of phase 2. They will participate in various Exchange of Experience andPeer Evaluation (EEPE) and Walk the Talk events. They will actively participate in the organising and delivery of the EEPE event hosted in Liverpool City Region. Theywill play a peer reviewing role for several key project documents, notably, the Liverpool Case Study and the Framework Strategy document.

Crucially, all the stakeholders (and particularly the Managing Authority) will be closely involved in the development of the Liverpool City Region Action Plan designed toenhance the implementation of the City Region’s policy instrument. Moreover, they will continue to support the implementation of the Action Plan during Phase 2.

Throughout the project, the stakeholders existing communication tools (eg websites, newsletters, conference presentations) will be utilised to raise awareness ofSCALE and disseminate its lessons learnt.





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PART C – Project description

C.1 Brief history of the project

The SCALE project has its origins within the Community of Regions for Assisted Living (Coral) network – 38 European regions aiming to improve regional policies and implementation for active and healthy living andageing. It is a learning community working on developing multistakeholder ecosystems (involving governments, research, entrepreneurship and civil society) and the validation and scaling of smart and innovativesolutions for improved health, sustainable health and care services and economic development. 24 Coral regions are partners in SCALE. Other Coral regions will benefit from direct dissemination of SCALE’s learning and deliverables. They have a Smart Specialisation Strategy and ERDF/ESF Operational Plansthat focus on smart health and assisted living. All have experience and good practice in implementing policies to boost the smart health economy. A rigorous project development process has ensured widespread partner input with all partners intensively participating. Begun in December 2014, it has identified needs, reviewed the alignment of regional andstructural fund policies with the SCALE agenda, and exploited extensive experience in mutual learning methods. All partners have collaborated in developing, reviewing and enhancing the proposal content. Specifically,partners held four consortiumwide project development meetings and set up a writing team (including experts from 12 regions) to draft content, a scientific team to advise on methodologies and a lead partner team tocoordinate the proposal requirements (all involving numerous skype meetings, dropbox file sharing and email exchanges). Moreover, all partners have been able to track and comment on progress and developmentwithin the Coral yammer portal.In this inclusive approach, partner surveys have identified regional priorities and policy needs, the content of structural fund operational programmes, smart specialisation strategies and other relevant regional policies.They have identified regions’ varied level of development in their multistakeholder ecosystems, track records in validation (the experience and infrastructure in bringing new innovations to the marketready stage) andsuccess in scaling up smart solutions. These prediagnostic inquiries generated regional preferences about thematic content and expertise shaping the proposal’s focus and partners’ roles within it.This consortium’s strength lies in a long history of collaboration enabling trust and partnership relationships to grow. Moreover, through Coral, it is strongly intertwined with key European networks and partnerships likethe European Innovation Partnership on Active and Healthy Ageing, Assembly of European Regions, European Regions Research and Innovation Network, European Connected Health Alliance, European Network ofLiving Labs, and Active Assisted Living Joint Programme. These foundations have significantly enhanced this proposal development process and will do the same for its delivery


C.2 Issue addressed

How does this issue fit in the European context and in the Europe 2020 strategy?By working to scale up innovation for health and social care, SCALE supports Europe 2020s focus on strengthening knowledge and innovation as drivers of economic growth. It aligns with a raft of EU programmes andinitiatives. In particular, (1) the EU Health Strategy to foster good health in an ageing Europe and support dynamic health systems and new technologies.; (2) the European Innovation Partnership on Active and HealthyAgeing and its goal to scale up smart solutions for increasing the healthy lifespans by 2 quality adjusted life years by 2020; (3) The EC’s eHealth Action plan for 20142020, that addresses barriers to eHealthdeployment. SCALE also complements funding programmes in the health and innovation field – notably Horizon 2020, the Active and Assisted Living Programme and the European Structural and Investment Fund.CORAL and SCALE is also embedded in other European learning networks ( such as EIP on AHA, the AER, ERRIN and thematic European networks such as Ehtel, Ehma and Age Platform),.

How is it relevant to the Interreg Europe programme and to the selected specific objective?Almost all the regions and countries have this priority in their operational structural funds plans. However, the emphasis of existing ERDF plans of most regions that focus on smart health and assisted living is on newbusiness development and business support. Equally, existing innovation policies mostly stimulate and support different players of the value chain to collaborate and cocreate in the first stages of the innovation cycleto generate new ideas and develop and test new smart health concepts. SCALE provides the opportunity for a scaling up strategy that meets common regional needs and reaches a critical mass that can push smart health innovations to European and global scale. It can improve theimplementation of structural fund policy instruments through supporting regional to improve the validation and scalingup stage of the innovation cycle that is necessary to deliver smart health innovations:.

How can interregional cooperation contribute to improve this issue?SCALE has 21 CORAL regions from 14 EU countries regions– including the leading European regions active in this field. It includes regional governments and institutions directly involved in designing andimplementing relevant innovation policies. It will facilitate exchange of good practices and mutual learning between and within regions with considerable expertise and other regions, who recognise the need forcomprehensive strategies, policies and programmes to the active and healthy ageing challenge but are at earlier stages of developing them.

Interregional cooperation and collaborative working will promote knowledge transfer around ecosystems, validation and scaling up. This approach recognises that an effective innovation agenda requires investmentin a comprehensive programme, rather than a piecemeal project, approach. Each theme provides key building blocks for policy enhancement that will lead to: (a) developing the active and healthy ageing innovationinfrastructure/ecosystem and “getting things right and better”; (b) boosting the capacity needed to make a difference at scale; (c) producing, implementing and developing consumer markets for smart health; (d)securing better health and care for people across Europe. Interregional collaboration will also lead to an interregional ecosystem that supports interregional cocreation, innovation and scaling up and the development of transnational markets leading to widescaledeployment of smart health innovations. Lastly, all SCALE partners have a long history in sharing lessons learned within CORAL which will aid effective knowledge transfer, enhance implementation of their policyinstruments and generate common European solutions


C.3 Objectives

Programme priorityspecific objective theproject will contribute to

Improve the implementation of regional development policies and programmes, in particular programmes for Investment for Growth and Jobs and, where relevant, ETC programmes, thatsupport the delivery of innovation by actors in regional innovation chains in areas of “smart specialisation” and innovation opportunity.

Overall objective andsubobjectives

An effective innovation agenda for active and healthy ageing, which places the EU regions’ health and care economies at the forefront of innovation driven health outcomes and good practice,requires investment in a comprehensive programme, rather than a piecemeal project approach.

The project will seek to overcome some of the key challenges to scaling up via self and peer assessment, mutual learning / knowledge transfer events and sharing of good practices, toidentify solutions, models and success factors that can support European regions to build demand, implement and scale up smart health solutions.

The overall project objective is to improve key regional policies to support the implementation of innovative assisted living solutions on a large scale.

This objective directly relates to Step 4 of the Scaling Up Strategy of the European Innovation Partnership on Active and Healthy Ageing which refers to “facilitating partnerships for scaling up”.The Strategy suggests that for scaling up to happen “true cooperation between the interested partners needs to be established” and that “collaborations rely on personal contact and effectivecommunication”. The CORAL regions will, through this project, seek to build and strengthen interregional collaboration by creating new opportunities for personal contact, cooperation andpartnerships.

The project subobjectives are to:• Learn how existing policy instruments (regional development policies and programmes) need to be improved for the implementation and scaling up of smart health innovations. • Apply learning about how nationalregional and local governments can support all players of the value chain in the (widescale) deployment of Active and Healthy Aging (AHA) innovations toimprove regional policies. • Collaboration on interregional policy to build the European market.


C.4 Project approach

Describe the projectapproach to achieve theproject’s objective and toproduce the intendedoutputs and results.

SCALE adopts a structured approach to achieve its goal of enhancing the implementation of regional and structural fund policies for growth and jobs. Its approach is grounded in provenpolicy improvement and mutual learning processes. SCALE will deploy “singleloop” and “reflexive learning” to enhance policy. The former will improve the effectiveness of existing policiesand programmes. The latter will influence learning attitudes of stakeholders and regional systems. SCALE’s interregional learning process adopts “LessonDrawing” in public policy (Rose,2004) and the “Apprentice Perspective” (Pratt, 1998). This brings together teachers, learners and experts, emphasises the context in which learning will be applied and embeds goodpractices.

Centred on improving regional policy implementation, the interregional learning process focuses on 3 integrated themes (the two firsts are enablers of the third, scaling up): (1) multistakeholder ecosystems; (2) validation (bringing new innovations to the marketready stage); (3) scaling up smart solutions. SCALE addresses these through interlinked project activitiesand outputs during 3 sequential stages: (1) Identification and Analysis; (2) InterRegional Learning Process; (3) Knowledge Transfer and Action Planning.

Stage 1 Identification and Analysis: Building on initial analyses, partners and stakeholders will conduct a detailed selfassessment of their region’s current strengths, weaknesses andpolicy priorities relating to ecosystem, validation and scaling up and use this information to map out proposed future actions.

The Scientific Support Team (SST) will develop a tailored SCALE selfassessment tool. It will draw on tested tools such as CAF, EVALSED, B3 Maturity Model (EIP AHA) and the RIS3Assessment Wheel. It will be pragmatic and capable of completion during a 1day stakeholder workshop and via an online survey to reach the wider regional stakeholder community.Repeating the assessment at the end of stages 2 and 3, will evidence SCALE’s progress and impact, embed stakeholder engagement in implementation and policy development and informthe regional action plans.

Stage 2 – InterRegional Learning Process: SCALE will deploy a mixed method learning process. It will run 7 Exchange of Experience and Peer Evaluation (EEPE) events – 3 focusing mainlyon validation and 4 on scaling up. Regions that are implementing a strategic (in most cases structural fund) policy and have significant track records will host the events. Each EEPE willinclude 8 visiting regions each with 3 delegates enabling widespread stakeholder engagement. Each region will attend 3 or 4 EEPEs.

EEPEs (2 days) will comprise sitevisits, presentations and interactive learning sessions. Visiting delegates will work as an “evaluation and feedback team” providing structured critiques to




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the hosts. Different web channels (e.g. web forum and twitter wall) will be used to stimulate knowledge transfer and stakeholder involvement. EEPEs will conclude with a press conference toraise media profile.

In addition, a new Member State will host a Collaborative Seminar on ecosystems. It will explore and share good practice about constructing and maximizing the potential of multistakeholder smart health ecosystems.

The SST will draft case studies flowing from all these events that will incorporate a description and assessment of policy and practice. In this way, learning will feed into implementation andpolicy orientation of both hosts and visitors and the stage 3, Knowledge Transfer and Action Plans.

“Walk the Talk” events, at the end of the first and second years will tie the 3 key themes together. Involving all partners and stakeholders they will aim to: (1) share lessons learnt and soimprove policy instruments and their implementation; (2) overcome barriers to market growth; (3) create an interregional ecosystem to support the development of transnational markets.

Stage 3: Knowledge Transfer and Action Plans: Using the findings from stages 1 and 2, the SST will draft a SCALE Framework Strategy. It will include an “In your shoes” tool, allowing eachpartner to assess how it can “try on” various approaches and identify how best to improve its Policy Instrument. Marche region will also develop a technical toolkit to guide action plancreation. Both tools will aid the action planning process and will be refined at a 3rd Walk the Talk event.

Starting at that event, each region will develop an action plan to enhance its policy instrument. Each will use the framework strategy, toolkit and exploit its pre and interim selfassessments torefine and verify its goals and to link them explicitly to their policy instruments. The rich experience within SCALE will provide considerable added value at this crucial stage. Partners with themost relevant expertise will contribute to and peer review the action plans through interregional bilateral and collective virtual workshop collaboration.


C.5 Communication strategy

Describe thecommunication strategyand the way it willcontribute to achievingthe project objectives.For each communicationobjective, summarise themain target group andthe kinds of activitiesplanned to reach it.

The communication strategy aims to support SCALE’s agenda to build demand, implement and scale up smart care/health solutions across European regions, by enhancing their policyinstruments. It reflects the type of actors, SCALE’s objectives and the key themes of ecosystem, validation and upscaling.SCALE has two communication dimensions: internal, among the Consortium partners (cf. section C.8) and external, towards the regional stakeholders, innovation chain actors, policymakers, and the general public.For SCALE’s 1st phase, specific communication objectives will identify different regional and national actors, key messages and methods of reaching them. Moreover, a set of disseminationactivities will be delivered to spread SCALE results at the European level.During the 2nd phase, the communication will reflect the action plan implementation,process including highlighting the project’s results and activities of policymakers.The following channels of communication are foreseen: Dissemination channels and material: large scale events (kick off, midterm, 1st phase and 2nd phase final event), press releases on local and international media, newsletter, socialmedia, website, video, brochures and posters. Webinars, online surveys and meetings in preparation for and to gather feedback from EEPEs. Workshops and events to create synergies among the three themes and to foster the exchange of ideas among the stakeholders (WTT and idea swap lab sessions) Local meetings among key regional stakeholders to translate SCALE lessons learnt into concrete policy improvements.Moreover, we will attend relevant workshops and events to enlarge SCALE’s community of interest at regional and EU levels (e.g. Open Days and EC Day). We will look for synergies withother initiatives to increase our audience through shared events and online media.


Objectives Target group Activities

1.Stimulate the interest of stakeholders towards the activitiesand discussion in SCALE, hence for the target group choosenand prepare the information that is relevant and important fortheir own business.


1. All target groups identified in the Communication Plan: Regional authorities on health, welfare and innovation Local authorities on health, welfare and innovation/business Healthcare providers Homecare organizations Business actors of AHA and AL (industries, SMEs and theirassociations) Research & innovation entities on AHA/AL, both technological andsocial/biomedical research centres Ecosystems of innovation focused on AHA and smart health; Civil associations and NGOs representing and/or supporting theelderly and the patients


1. Communication channels and content will be tailored to eachtarget group business domain and conveyed with suitablefrequencies. This approach will be applied in preparingcommunication materials and in all project activities to considereach stakeholder’s perspective.


2.Build awareness and consensus on the added value thattransnational cooperation and knowledge transfer can have onimproving local policies. As part of this objective, enrich theknowledge of how each partner region deals with its ageingpopulation and the delivery of innovation to promote active andindependent living.


2. All target groups identified in the Communication Plan (seeprevious objective)


2. This objective will be attained first of all by conveying informationthrough case studies, evidence and data to demonstrate theadded value that intersector collaboration creates throughout theinnovation chain. SCALE will offer opportunities for stakeholders todiscuss in depth relevant topics in the 3 pillars.


3.Foster proactive behaviour to elaborate ideas aimed atimproving the policy instruments. These ideas should be furtherelaborated by stakeholders in each region and discussed withthe relevant policymakers – based on the topic dealt by the ideaand policy for their feedback and improvements and toevaluate their feasibility.


3. The involved actors will be the beneficiary and targetstakeholders of the policy instruments: Healthcare providers Homecare organizations Business actors of AHA and AL (industries, SMEs and theirassociations) Research & innovation entities on AHA/AL, both technological andsocial/biomedical research centres Ecosystems of innovation focused on AHA and smart health; Civil associations and NGOs representing and/or supporting theelderly and the patients


3. Idea swap labs will exploit the EEPEs results and the crosspillar perspective provided by the WTT. In these sessions,stakeholders will switch from a onedimensional vision to acollaborative ecosystem perspective and elaborate ideas toimprove their region policy instrument.


4.Engagement and commitment of policymakers in adoptingSCALE outcomes to improve local policy instrument


4. The primary target of this objective are policymakers, who mustbe engaged in adopting and implementing the Action Plan. Hence: Regional authorities on health, welfare and innovation Local authorities on health, welfare and innovation/business


4. Local meetings will be organized in each partner region amongpolicymakers and stakeholders who produced idea proposals forintervening on the policy instrument. They will critically evaluate theproposed ideas to eventually elaborate the Action Plan byexploiting the Framework Strategy and “In your shoes” toolkit.


5.Spread SCALE concepts, activities and results beyond theConsortium, to reach the European level and support thevisibility and durability of SCALE results.


5. The public audience, primarily at a European level.


5. Dissemination activities will advertise the knowledge gatheredthrough SCALE to the public (and to policy makers in EU,highlighting the results attained in the 1st and 2nd phase of theproject. The dissemination will use different channels andoccasions: events, press releases, social media and a video


C.6.1 Overview of the expected outputs and results

The overall project objective is to identify innovative solutions that have been demonstrated on a smaller scale, and improve key regional policies that can support their implementation on a large scale.

Expected outputs in Stage 1 – Identification and Analysis:1 Kick off event including a session on AHA technologies and good practices and an Ideas Swap Lab.1 SCALE selfassessment tool drawn from tested tools such as CAF, EVALSED, B3 Maturity Model (from EIP on AHA) and the RIS3 Assessment Wheel.21 detailed selfassessments of partners’ regional strengths, weaknesses and policy prioritiesExpected outputs from Stage 2 – InterRegional Learning Process :7 Exchange of Experience and Peer Evaluation (EEPE) events focussing on validation and scaling up .1 Collaborative Seminar on ecosystems to explore and share good practice on constructing, maintaining and maximising the potential of ecosystems. 7 Case Studies describing and assessing policy and practice. 2 Walk the Talk event to share lessons learned to improve policy instruments ; overcome barriers to market growth and create an interregional ecosystem to support the development of transnational markets




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21 interim selfassessments to evidence SCALE’s progress and impact, embed stakeholder engagement and inform regional action plans.Expected outputs from Stage 3 – Knowledge Transfer and Action Plans :A SCALE Framework StrategyAn « In Your Shoes » tool to enable partners to assess various approaches and identify how to best improve its policy instrument.A Technical Toolkit to guide Action Plan development. 1 Walk the Talk event focusing on supporting the development of the action planning process.21 Regional Action Plans to enhance the implementation of regional policy instruments.21 interim selfassessments to evidence SCALE’s progress and impact, embed stakeholder engagement and inform regional action plans .

The results we hope to achieve through the SCALE project are :1. All regional players in the value chain in the deployment of Active and Healthy Aging innovations will have collaborated in applied learning activities to identify how nationalregional and local governments can improveregional policies.

2. 21 Regions will have identified in their Regional Action Plans how their existing policy instruments (regional development policies and programmes) can be improved to support the implementation and scaling up ofsmart health innovations.

3. Transnational markets will have grown through the development of interregional and regional ecosystems and tools that support transnational collaboration.


C.6.2 Indicators

Result indicators Target

No. of Growth & Jobs or ETC programmes addressed by the project where measures inspired by the project will be implemented100% of policy instruments addressed with structural funds link

20

No. of other policy instruments addressed by the project where measures inspired by the project will be implemented100% of policy instruments addressed without structural funds link

1

Estimated amount of Structural Funds (from Growth & Jobs and/ or ETC) influenced by the project (in EUR)209,087,121

Estimated amount of other funds influenced (in EUR)32,063,000

Policies Selfdefined performance indicators Target

Policy 1 Number of improvements incorporated to management3

Policy 2 % of companies of total of innovative companies that collaborates in multi helix learning ecosystem20

Policy 3 Number of new projects/initiatives funded by regional calls2

Policy 4 Number of older or disabled people covered by the programme200

Policy 5 Number of enterprises cooperating with research institutions5

Policy 6 Number of innovative health solutions from abroad transferred to Zealand3

Policy 7 Number of projects funded from structural funds20

Policy 8 No.of projects on Active and Healthy Ageing5

Policy 9 % of turnover of SME’s in new tools and solutions for active and healthy ageing10

Policy 10 No. of Ideas for new financing models included in the Action Plan 2018192

Policy 11 Number of enterprises involved10

Policy 12 Number of projects funded in the area of Ageing and Health13

Policy 13 % of health centres with remote acute assessments100

Policy 14 Degree of development of the Personnel health folder/Shared Medical Folder85

Policy 15 No of enterprises supported to introduce newtothemarket products15

Policy 16 Number of projects financed10

Policy 17 Number of enterprises cooperating with research institutions10

Policy 18 %R&D expenditure by private sector10

Policy 19 Number of projects initiated that consider the aspects of the active and healthy ageing1

Policy 20 Number of people benefitting from the social improvements100

Policy 21 Amount (euros) of private sector funding levered300,000

Output indicators Target

No. of policy learning events organised12

No. of good practices identified7




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Output indicators Target

No. of people with increased professional capacity due to their participation in interregional cooperation activities975

No. of action plans developed21

No. of appearances in media (e.g. press)500

No. of new visitors to project website since last reporting period100

C.6.3 Innovative character

The project idea derives from an analysis of 19 identified relevant Interreg 4c and 4 European Network of Living Labs (ENoLL) projects that highlight elements and knowledge that SCALE can build upon. Analysisidentified projects within 4 different areas related to strengthening the smart health economy: Public institutions, implementation, technological development and business development. Usually projects are limited totwo or three of these areas, but SCALE will combine knowledge from all four. By doing this, it will add value to previous knowledge and innovations and use them to develop the regional selfassessmenttool (seesection C4) that can accelerate validation and scaling up of smart health solutions across European regions by (1) assessing where and how regions can improve policy and implementation; (2) identifying effectiveways to share successful policy instruments and practical solutions between regions; (3) building a roadmap towards a policyculture that embraces mutual learning, knowledge transfer and good practice sharing

On the other hand, "Scaling up Assisted Living" has never been tackled in past Interreg IVC projects in such an in depth and comprehensive way, nor has been the object of the regular activities of Coral (although it iskey in its strategic agenda)

The innovative character of this project is also apparent in the approach to multiple stakeholder peer evaluation. The EEPE events will not be “passive” oneway events. Rather, the visiting delegates, experts fromdiverse disciplines, will have designated remits on specific evaluation topics and act as an ‘evaluation and feedback team” providing structured feedback to the hosts. In this way, the visiting delegation will have alearning role whilst also contributing to the enhancement of the host’s programme and policy. Moreover, SCALE will pioneer interregional collaboration to grow a European smart health market through transnationalvalidation and consumer market growth.


C.6.4 Durability of results

It is SCALE’s strategic partnership of multistakeholder ecosystems that will contribute to scaling up Assisted Living in Europe and ensure the transferability of the project’s achievements into partners’ policyinstruments. Having Managing Authorities/Intermediate Bodies represent the majority of partners , ensures an effective and tangible implementation of the policy instruments, politically, strategically and in the allocationof regional funds. Indeed, the action plans will mostly be implemented in connection with the Regional Operational Programmes, in order to improve/modify measures and methodologies foreseen in the priority axis .Each partner focuses on one policy instrument so as to clearly realize the project’s achievements and to ensure sustainability and durability in the future, leveraging on the link between project goals and regional goals,represented in the ROPsSF and other strategic programmes.

By exploiting preexisting links in the Coral network, SCALE will also be a catalyst for boosting sustained and durable interregional collaboration for validation and scaling up – establishing a transnational market andembedding economic growth across Europe. Hence, the regions’ action plan will support and contribute to regional and supra regional economic development and scaling up of smart solutions for health and care.

Stakeholder groups, set up in each region, will support Managing Authorities’ activity, by giving practical and expert advice that will improve each ROP. This will take place through facetoface events, both at regionaland interregional level and online tools (blogs/platforms) which will be sustained and continue to support future programming periods. Further embedding sustained impacts, all project lessons and outcomes will bedisseminated widely to the main European Institutions and stakeholders.


C.7 Horizontal principles

Type of contribution Description of the contribution

Sustainable development Positive effects The SCALE project will contribute to economic, environmental and healthcare service sustainability.EU healthcare systems are under pressure from aging populations, increasing costs and outdated silobased systems. Bystimulating the take up of more cost effective, smart solutions across Europe, it will make the healthcare sector more affordableand sustainable whilst improving services for citizens. Scaling up smart solutions will also help to grow European jobs andbusinesses in the innovation and digital sectors. Moreover, by adopting clean technologies and reducing “health miles” (in bothurban and rural areas) it will help to reduce the healthcare sector’s carbon footprint and support EU climate targets and the 2030framework for climate and energy policies The project will also use digital communication methods – such as skype and webbased interaction – to minimise travelling andcontrol SCALE’s own carbon footprint whilst spreading a sustainable meeting culture across Europe


Equal opportunities and nondiscrimination Positive effects The SCALE project will rigorously apply the principles of equal opportunities for all, independent of race and colour, gender, religion,sexual orientation, ethnic origin, age and disability. Indeed, partner regions’ policy instruments already explicitly address theseissues.

The project’s target groups include those that rely on assistance from caregivers and care technology, including elderly, chronicpatients and persons with various types of impairment. This reinforces the importance of taking full account of the significance ofhealth inequalities and the determinants of health such as age, disability, social status, income, gender, life situation, geographicalaccess, education and ICT literacy when working to improve health and care delivery though innovation. The SCALE project is,therefore, fully committed to exploring, addressing and finding new, innovative and nonstigmatising solutions to the causes andconsequences of inequalities in care delivery and health outcomes.


Equality between men and women Positive effects All partners are committed to gender equality and have adopted it in SCALE’s aims, work programme, target groups and outputs .SCALE complies with gender mainstreaming rules in EU development programmes and projects .

All partners recognise the significance of gender and its impact in this field. Each sex will be adequately represented in projectteams and all phases will reflect biological, economic and social differences. Specifically, gender considerations that may applyinclude:

women tend to live longer but are poorer than men; attitudes, consumer and lifestyle habits and care needs vary between genders; medical research where it focuses on one gender can lead to care systems being better adapted to that gender’s needs; men are more likely to delay visits to doctors so illnesses tend be discovered earlier in women, allowing faster treatment andbetter resultsOverall, partners will identify effects and outcomes impacted by gender, and address any imbalances accordingly.


Digital agenda for Europe Positive effects The SCALE project will contribute directly to the European Commission’s new strategy for a Digital Single Market that aims toremove barriers to online services across borders, enhance consumer protection and boost digital growth opportunities forEuropean businesses.

Specifically, stimulating exchanges of digital care solutions and systems among European regions , the project will.support thescaling up of smart solutions that can grow the digital care market. Moreover, the project’s interregional focus will facilitate accessto smart solutions across borders and enable regional policy makers and companies to access innovation ecosystems in othercountries. Equally, with public authorities innately aware of digital security issues, embedding the project’s activities in regionalpolicy development, and in public service delivery, will provide a high level of consumer protection with testing and deploymentbeing carried out safely and in close collaboration with user groups.


C.8.1 Management arrangements




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The Consortium Agreement and the Management Handbook (1st 6m) formalises the SCALE governance model. Project Partners (PPs) will cooperate with the Lead Partner (LP) in carrying out its management duties.For that, each PP will formalise its staff consistently with leadership and tasks to ensure a good engagement level throughout the project life (Staff Chart, 1st 6m).The Lead Partner, supported by the Steering Group, is the interface between the Consortium and JTS to ensure project activities are performed properly and timely. LP is responsible for the overall management,ensuring quality of outputs, monitoring project progress against indicators, solving technical, financial or admiistrative. issues and updating JTS about project progress. The LP sets up the SCALE Project Office (SPO)in charge of the project management that performs its tasks in conjunction with partners and designs the Scale Management Handbook (MGT Guidelines, Workplan, Internal Com. Plan and Management QualityAssurance Tool)

General Assembly (GA) is the highest level of decisionmaking: It comprises all the project partners and meets on a 6m basis at partner events, where they validate the decisions of SG by simple majority. The Steering Group (SG) is responsible for coordinating the delivery of the project, made up by the four Activity Leaders (AL) LP (MGT), PP2 (EE), PP3 (APs coordination), PP15 (Com) and chaired by LP. Supported byThematic Leaders and SST, it takes decisions upon simple majority and meets bimonthly by telco. and 6m in events. Scientific Support Team (SST): It is chaired by PP7 and supported by PP2, PP10, PP25, PP16 and PP5. Composed of 9 Experts in the fields of impact assessment, policy learning, Assisted Living Technologies, etc.provides scientific support to pj. leads along the EE activities, establishing bimonthly meetings through telco. and 6m in events. It will also engage with the Advisory PPs and the European Experts Group. The SSTreports its decisions to the SG for validation.Theme Leaders (TL): They are responsible for the operative coordination of the Transversal Interlinked Themes of the Exchange of Experience Activity (T1. Ecosystem lead by PP5; T2. Validation lead by PP6; T3.Scalingup lead by PP25). PP5 is responsible of the coordination, at an interregional, level of the Scale MultiStakeholders group, ensuring their involvement in the project. TL meets bimonthly through telcos and 6m inevents, reporting its decisions to the SG for validation.Advisory Partners: 3 Project Advisory Partners (PP15, PP14, PP16) in fields as in AHA Policy, Policy Learning Methodologies, Impact Assessment, Costefficiency analysis, Technologies for Assisted Living, Living Labs,Care markets etc. Their involvement is strategic for extending the learning process and knowledge transfer beyond the project. Their mission is to accelerate the Consortium capacities, to address the objectives andimproving policy instruments. An internal com. Procedure (Management Handbook, Sm1) will ensure efficient communication amongst partners and bodies and beyond (MultiStakeholder Group). A dedicated partner (PP5) will ensure theinterregional participation of the stakeholders in the learning process. Common guidelines will favour information flow inside the partnership and communication tools, such as telcos, email, phone call, webbasedstorage of documents.The SPO is responsible for the reporting activity, the preparation of the 6m agenda and outputs plan. Of special importance is the coordination of the Reporting Activity (section D) regarding technical achievements andbudget execution, since it has to be systematic and timely. To this end, the Management Handbook details in the financial chapter the certification process, procedures, schedule, etc. A month before the 6m reportingactivity, the SPO contacts partners for providing guidance for it. Also, it is in charge of controlling expenditure and procurement procedures compliance


C.8.2 Project coordinator

Will project management be externalised? No

C.8.3 Finance manager

Will financial management be externalised? Yes

C.8.4 Communication manager

Will communication management be externalised? No




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PART D – Work plan

D.1 PHASE 1 ‘Interregional learning’ Detailed work plan per period

a) Exchange of experience SCALE SELFASSESSMENT, SINGLE LOOP & REFLEXIVE LEARNING

JanFeb: PP2, PP3 and SST organise 2 webinars defining the SELFASSESSMENT TOOL, following a multistakeholders survey consultation (PP5 coordinates). AprMay: PP2 organizes 2 webinars for coordinating with SST and multistakeholders group the 1stBaseline Assessment for EEPE events preparation. May: 1stBaseline Assessment in 21 local stakeholder meetings. PP2 and SST make a report on the results. Report disseminated by PPs and stakeholders. May: 1stExternal reviewing of baseline assessment. SG telco. for approval.

LAUNCH EVENTJanFeb: LP organizes 1 telco. with AL & SST for planning the 2,5 days Kickoff Event (KOM) and the Baseline Assessment Workshop. Feb: LP region hosts the KOM comprising SG/AG, Project Overview, Idea Swap Lab (Multistakeholders matchmaking event), Baseline Assess. Workshop (to approve selfassessment tool baseline methodology & guidelines), Press Conf. and a session on AHA technologies in Spain. Participants evaluate session’s quality and results. Mar: LP, supported by AL and SST, produce the KOM Report.

CASE STUDIES CATALOGUEJanMay: PP2, PP3 supp. by TL & SST organize a telco. for planning the design of a CATALOGUE OF CASE STUDIES FOR EEPE EVENT’s, followed by a webinar betweenTL, SST and teaching regions per theme (3) identifying best cases, exploring PPs resources and external knowledge on how sharing knowledge on validation and scalingup solutions within Smart Care & Assisted Living. External reviewing required. AprMay: PP2, PP3 supp. by TL and SST, organize 1 webinar to SET UP QUALITY ASSURANCE CHECKLIST FOR CASE STUDIES. May: PP2 & PP3 supp. by TL and SST, review case studies to adjust key messages to target groups validating the catalogue.

EEPE’s METHODOLOGY, PREPARATION & DEPLOYMENTMarApr: PP2 & PP3 supp. by SST and AP (Advisory PPs) organize 1 Telco. for analysing results from 21 Selfassessment Meetings developing the STANDARDMETHODOLOGY FOR THE EEPE events (inc. peer review assessment) and initial planning. AprMay: PP2, PP20 (Teacher) supp. by TL and SST, organize 1 telco. for preparing the 1st EEPE event content and logistic (agenda, participant folder, contacts database,key speakers confirmation, dissemination and confirmation of attendance using google forms).May: PP2 supp. by TL & SST, organize 1 telco. with Teacher Regions for planning the 2nd semester round of EEPEs events. Collected inputs from stakeholders group MayJun: PP2, PP12 & PP24 (Teachers) supp. by TL& SST organize a telco. for preparing the 2nd/3rd EEPE event (validation and scalingup, to be celebrated in synergisticparallel sessions with transversal topics)Jun: PP2, PP20 supp. by TL and SST, coordinates the 1st EEPE event (Validation) in Limousine. Learner partners attending. EEPE peer review assessment implementedcollecting results & validating methodology. Main outputs collected, from Teaching and Learning regions (partners and stakeholders)


b) Communication and dissemination JanFeb: the Communication Team (CT PP15, PP8 & PP2) work on the Communication Plan and Knowledge Dissemination Strategy, sets up the communication tools(accounts on social networks, a draft web page and a webinar platform) and the first set of communication material (leaflet, poster in English). They collaborate with the LPfor the preparation of the KOM and the 1st Idea Swap Lab to: send invitations, ensure articles are published online on the partners and AP websites on the launch and theirparticipation to SCALE, organize press conference and regional press release. During the KOM, they update the social networks. They collaborate to the shooting script forSCALE video.MarApr: the CT ensures all partners translate the poster in their language and print it. The CT prepare content for website, identify members of the Network of Interest (NoI)and set up information for their involvement to SCALE. The Communication Plan is finalised gathering the feedback of all partners.MayJun: the website is up and running and advertised through social media and AP networks. The 1st enewsletter in English is prepared and approved. A short version istranslated in each partner region language. The CT take care of the EEPE communication aspects, ensure that informative material for participants is ready, set up awebinar for introducing the EEPE as short online presentation, prepare the questionnaire for feedback from participants and organizing the press conference withstakeholders


c) Project management Jan: LP signs Subsidy Contract and drafts Partnership Agreement to be signed by LPPPs within KOM meeting. LP Scale Project Office (SPO) coordinates the FLCsapproval with PPs project managers and each PP drafts its internal staff chart, appointing members to main pj. bodies (C8). LP prepares together with the Activity Leaders(AL:P1, P2, P3, P15) and the Theme Leaders (TL:P5, P6, P25) the 6m agenda . The SG approves the script/shooting plan of the SCALE film and prepares the KOM,agenda, logistics, speakers, participant’s folder and activities.Feb: The KOM takes place in Valladolid (SG and GA+ Project Overview+ Idea Swap Lab+ Baseline Assessment Workshop +Press Conference= 2,5 days). Minutes by LPMar: The final version of the MGT Handbook (Leads structure, Workplan, Reporting Proced., Internal Com. Rules and Conflict Solving Proced.) is finalized, also the Com.Strategy and materials that are approved by telco. by the SG. They are sent to PPs. A Webinar on the Management proced. is organized.Apr: SG approves the website hosted at IE site. May: SG approves by telco the Scale Network of Interest (NoI), SelfAssessment Tool, EEPE Methodology and the agenda/contents for the 1st EEPE event (workingsessions+press conference=2 days)Jun: .LP(SPO), starts the reporting process, taking stock of all the pj achievements and the expenditure declaration. SG approves 1st eNewsletter. 1st EEPE event In this semester, LP participates in 4 IE events


Main Outputs

1 Selfassessment tools set (1st validated version)1 Case Study methodology1 EEPE Events Standard Methodology1 Quality Assurance Framework for case studies1 Case Studies Catalogue21 SelfAssessment meetings / completed assessments1 Baseline Assessment Report1 KOM (1 Baseline Assessment Workshop; 1 AL technologies Interactive Exhibition; 1 Idea Swap Lab)1 EEPE event in Limousine13 Telcos. Minutes

Communication Plan and Dissemination Strategyaccounts on Twitter, Facebook, LinkedInWebsite/newsletter/blogKOM: dissemination activities, pressconf, press release/articles1 leaflet (200 copies)/1 poster EEPE: webinar, pressconf, feedback questionnaire, printed material (50 copies)

1 Subsidy Contract 1 Partnership Agreement signed by LPPPs 25 FLC 25 Staff Charts1 1st 6m agendaKOM Agenda, participants list, minutes and presentations1 Management Handbook2 telcos/webinars minutesMinutes Agenda, participants list, minutes and presentations EEPE 1 4 IE events attended.


a) Exchange of experience EEPE EVENTS Jul: PP2, PP20 supp. by TL and SST, organise 1 telco. to produce the 1st EEPE REPORT 1.1 Case study (by exchange of experience, peer evaluation inputs); 1.2 chances

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and gaps for transnational collaboration; 1.3 regional gaps and chances to be solved; 1.4 Input for grouping for collaboration; 1.5 Preparation and follow up webinar (EEPEreport method).Jul: PP2 and PP12, PP24 (Teachers) supp. by TL & SST prepares EEPE2+3.Sep: PP2, PP12, PP24 supp. by TL & SST coordinate the EEPE2+3 event (scaling1validation2, parallel sessions) in Puglia, based on EEPE method and Case studiesidentified. Main outputs collected and partially analysed on site by participant regions (partners and stakeholders).SepOct: PP2, PP3, supp. by TL, SST and Teacher Regions, organize a webinar for analysing, improving and validating EEPE Standard Method. (incl. Standard design forlearning approaches by Webinar), analysing the 1st EEPE Check List results.Oct: PP2, PP12, PP24 supp. by TL and SST, organise 1 telco. to produce the Report on the 2nd+3rd EEPE event, following EEPE report method. PP2, TL, SST supp byAdvisory partners, celebrate a webinar with teaching regions per theme for reviewing, adjusting EEPEs Case Studies Catalogue. PP2, PP3, PP12, PP24, PP20 supp. by TL,SST organize 1 Followup telco. and Synthesis Key output on the EEPE events, feeding into the WTT event

WALKTHETALK EVENT OctNov: PP2, PP3, PP17 (host) supp. by TL, SST and AP, organise 2 telco. to plan and start to deploy operations preparing 1st WTT content and logistic. Lessons Learnt &Synthesis Key output taken from EEPE events feed the WTT planning (SG approval).Dec: PP2, PP3, TL, PP17 (host), SST coordinates WTT in Norbotten (3 days) comprising a SG/AG meeting, the WTT, a dissemination workshop and an Idea Swap Lab.European Experts Group to give external input. Applied WTT evaluation included in the EEPE Framework

SUM UP WEBINARSOct: PP2, PP20 supp. by TL organize invitation for the 1st round sum up webinars (validation+scaling).Dec: PP2, PP20, PP12, PP17, PP24 supp. by TL celebrate 1st round of Sum up webinars by theme for experts/stakeholders not being able to attend the EEPE and/or WTT.

COLLABORATIVE SEMINAR’SNovDec (till Feb): PP2, TL, PP7 (host) supp. by SST, organize 1 telco. to prepare content and logistic for the Ecosystem Collaborative Seminar, involving all the pj regionsand stakeholders

LOCAL MEETINGS WITH STAKEHOLDERSJulAug: PP5 organizes 1 telco. for preparing 1st LOCAL meetings for stakeholders, promoted in the 21 partners regions.PP2 supp. by TL and SST design material andminimum requirements (standard invitation, quality assurance criteria, common agenda topics).Oct: All partner regions, coordinated by PP5, organize the 1st LOCAL meetings, a halfday local stakeholders meeting. Evaluation during and post event by each partnerregion to outline key outputs.Nov: PP5, PP2 supp. by TL organize 1 telco. to produce the 1st LOCAL meetings Report.


b) Communication and dissemination JulAug: 1st enewsletter is published and sent to subscribers. The CT take care of the 2nd+3rd EEPE communication aspects, ensuring that informative material forparticipants is ready, setting up a webinar for introducing the EEPE as short online presentation, ensuring articles are published online on SCALE and partners/APwebsites, preparing the questionnaire for feedback from participants and organizing the press conference with stakeholders. During the EEPEs, they update socialnetworks and tape some moments for SCALE video.SepOct: the communication team and LP attend the EC Day in September and Open Days in October for dissemination, tweeting live from the events and publishingarticles online afterwards. Moreover, the CT support the preparation of material for local meetings with stakeholders and make sure that articles are published online ontheir results.NovDec: The CT take care of the 1st WTT and idea swap lab communication aspects: send invitations, ensure articles are published online on SCALE and partners/APwebsites, ensure informative material for participants is ready and organize the press conference with stakeholders. During the event, they update social networks andtape some moments for SCALE video. The 2nd newsletter is prepared in English and translated in the partner regions languages.The website and social media are kept updated.


c) Project management Jul: The LPSPO with AL and TL prepares the 6m agenda. PPs coordinated by the SPO start their declaration of expenses, progress report, FLC and send all the officialforms to the LP. The SG approves the EEPE1 report; the agenda, list of participants and contents for the EEPE2+3 (parallel sessions: EEPE2+3 sessions+ Press Conf.) inPuglia and prepares the agenda local stakeholder events. SG approves participation in EC DayAug: LP collects all the documentation for the JTS and cross checks forms, ask for amendments to partners that need to further explain their inputs/deviations regarding theAF and expenditure planning. SG lead approves the participation in the Open Days and validates the Scale Quality Assurance Monitoring Tool and Manual, to be appliedannually. EEPE2+3 event. P12 produces the minutes.Sep: LP sends the consolidated progress report and financial forms to the JTS. SG approves Case Studies Catalogue and 1st Key Synthesis Output.Oct: LP stablishes synergies with topicrelated Interreg Europe pjs. for coorganizing the intermediate event (Year 3) and/or final event (year 5). SG approves of the agenda,participants list and contents for the WTT in Norbotten through telco. (SG/AG, Idea Swap Lab, WTT sessions, Workshop= 3 days). Dec: Starting of the certification process. Taking stock of pj achievements and planning the expenditure declaration. WTT in Norbotten. P17 produces the minutes. Approval2nd eNewsletterIn this semester, LP participates in 4 IE events


Main Outputs 1 EEPE Standard Methodology Report2 EEPE events (2 paralel sessions in Puglia)2 EEPE Reports1 Reviewed Catalogue of Case Studies21 LOCAL meeting reports1 Integrated Report LOCAL meetings (includes Synthesis Key output on the EEPE events)1 WTT Event (including 1 Idea Swap Lab)1 Round of Sum up webinars12 Telcos. Minutes

newsletterWTT: 1 event, 50 leaflet, articles online, 1 pressconf EEPE: webinar content, printed material (100 copies), pressconf, feedback questionnaire, online articles4 appearances in local media 1 local meeting in each Region Report on communication indicatorsSocial media and website updated

1 2nd 6m agendaAgenda, participants list, contents and minutes EEPE2+3 in Puglia1 Cooperation agreement with three content related projects of Interreg Europe25 1st progress reports and forms and 1 Joint 1st progress report.Agenda, list of participants, presentations and minutes WTT in Norbotten. 2 telcos minutes4 IE events attended


a) Exchange of experience EEPE’SJan: PP2 supp. by TL and SST, organize 1 telco. with Teacher Regions for planning the 3rd semester round of EEPEs events.JanApr: PP2, PP15(teachers) supp. by TL and SST organize a telco. for starting to deploy operations preparing the EEPE4+5 event (validation and scalingup, parallelsessions) content and logistic.Feb: PP7 supp. by TL and SST coordinate the 2 days Ecosystem Collaborative Seminar in Ljubjana.Mar: PP7, TL, SST, organize 1 telco. to analyse and Report Ecosystem Collaborative Seminar results following EEPE methodology.Apr: PP2, PP15 (teachers) TL and SST, coordinate the 3 days EEPE4+5 event (validation1&scaling2, parallel sessions) in NoordBrabant, including a joint SG/AG meeting,and Idea Swap Lab. Main outputs collected and partially analysed during the event by participant regions (partners and stakeholders) following EEPE methodology.May: PP2, PP15, TL and SST, organise 1 telco. to produce the report on the EEPE4+5 Report, following EEPE report method.MayJuly: PP2, PP25 (teacher), TL and SST organize a telco. for starting preparing the 6th EEPE (scaling) content and logistic.May: PP2, PP3, PP7, PP17, PP15 supp. by TL and SST organizes 1 Followup telco. and Synthesis Key output on the EEPE events that feed into the WTT.

WALK THE TALK EVENTJan: PP2, PP3, PP17 (host) supp. by SST, TL organise a telco. orienting the 1st WTT Report.

LOCAL MEETINGS WITH STAKEHOLDERSJan: PP5, PP2 supp. by TL, SST organizes 1 telco. to prepare 2nd LOCAL meetings for stakeholders, promoted in the 21 partners regions.

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Apr: All partner regions, coordinated by PP5, coordinate the 2nd LOCAL meetings. Assessment procedure comprehends evaluation during and post event by partnerregions to outline key outputs.Jun: PP5 supp. by TL organize 1 telco. for reporting the events sum up of outputs, collected in the 2nd Local meetings.

SCALE SELFASSESSMENT, SINGLE LOOP & REFLEXIVE LEARNINGJanFeb: PP2, PP3 supp. by SST and by a multistakeholders survey consultation (coordinated by PP5) review adjustment of the selfassessment tool and guidelines tolessons learned from EEPE outcomes, and the standard methodology for the EEPE events (including assessment).Mar: PP2, PP5 supp. by TL and SST organize 1 telco. for coordinating with multistakeholders group the 2nd SelfAssessment and the pertinent evaluation required forproceeding with the decisionmaking for EEPE preparations. 2nd SelfAssessment at 21 local stakeholder meetings. PP2 and SST analyse results. Report disseminatedby PPs and stakeholders.Apr: 2nd External reviewing of baseline assessment. SG telco. for approval.

SUM UP WEBINARSApr: PP2, PP20 supp. by TL organize the 2nd round of Sum up webinars for validation+scaling.Jun: PP2, PP15, PP25 supp. by TL coordinate 2nd round Sum up webinars by theme for PP and stakeholders not being able to attend the wanted EEPE and/or WTT. Maxattendance 20 participants/or several webinars.


b) Communication and dissemination JanFeb: 2nd enewsletter is published and sent to subscribers. The CT take care of the communication aspects of the ecosystem seminar, sending invitations, ensuringthat informative material for participants is ready and that articles are published online on SCALE and partners/AP websites as well as organizing the press conferencewith stakeholders. During the seminar, they update social networks and tape some moments for SCALE video.MarApr: Support the preparation of material for local meetings with stakeholders. Articles are published online on the results of local meetings with stakeholders.MayJun: The CT take care of the 4th+5th EEPE communication aspects, ensuring that informative material for participants is ready, ensuring articles are published onlineon SCALE and partners/AP websites, setting up a webinar for introducing the EEPE as short online presentation, preparing the questionnaire for feedback fromparticipants and organizing the press conference with stakeholders. During the EEPEs, they update social networks and tape some moments for SCALE video. The 3rdnewsletter is prepared in English and translated in the partner regions languages.The website and social media are kept updated.


c) Project management Jan: LPSPO will prepares together with AL and TL the 6m agenda. PPs coordinated by the SPO start their declaration of expenses, progress report, FLC and send all theofficial forms to the LP. SG approves the 1st WTT report and the agenda, content, participant list of the Ecosystem Seminar in Ljubjana (Seminar+ press conference= 2days). SPO send the Quality Assurance Assessment Tool to PPs to assess the overall management, indicators and correct deviations/procedures within the first year andanalyses the results.Feb: LP receives and collects all the documentation for the JTS, cross checks forms, ask for amendments to those partners that need to further explain theirinputs/deviations regarding the AF and expenditure planning. SG approves SCALE presentation in big events in 2017 (O. Days, AAL Forum) Mar: LP send the consolidated 2nd progress report and financial forms to the JTS. SG approves the agenda, participants and contents of the EEPE4+5 events in NoorBrabant (parallel sessions: SG/AG+ EEPE4+5 sessions+ Press Conf= 3 days)Apr: EEPE4+5 event. P2 produces the minutes.SG to approve 2nd Baseline Assessment.May: Preparation of the 3rd progress report. SG+STT Lead+ TL approval of the EEPE 4+5 reportJun: Starting of the certification process. Taking stock of project achievements and planning the expenditure declaration. SG approval of the 3rd eNewsletter (full and shortversion)In this semester, LP participates in 4 IE events


Main Outputs

1 WTT report1 Reviewed Selfassessment tool1 Reviewed EEPE Standard Methodology21 SelfAssessment meetings 1 Report on the 2nd SelfAssessment1 Ecosystem Seminar in Ljubjana2 EEPE events (celebrated in 2paralel sessions in Brabant)2 EEPE report 21 LOCAL meetings reports1 Integrated Report LOCAL meetings (includes Synthesis Key output on the EEPE events)1 Round of Sum up webinars14 Telcos Minutes

newsletterEcosystem seminar: printed material, pressconf, online articlesEEPE: webinar content, printed material, pressconf, feedback questionnaire, online articles4 appearances in local media 1 local meeting in each Region Report on communication indicatorsSocial media and website updated

1 3rd 6m agenda25 2nd progress reports and forms and 1 Joint Progress Report1 second year Quality Assurance Assessment Tool Agenda, participants list and minutes Ecosystem Seminar in LjubjanaAgenda, participants list and minutes EEPE4+5 in Noor Brabant2 telcos. Minutes4 IE attended


a) Exchange of experience EEPE EVENTSJun: PP2, PP25 (Teacher) supp. by TL and SST continue the preparation of the 6th EEPE.JulySep: PP2, PP6 (Teacher) supp. by TL and SST organize a telco. for starting preparing the 7th EEPE (validation) content and logistic. Sep: PP2, PP25 supp. by TL and SST, celebrate the 6th EEPE event (scaling) in Liverpool, following the EEPE methodology and Case studies identified for the event. Mainoutputs will be collected and partially analysed during the event by participant regions (partners and stakeholders) following the EEPE methodology.Nov: PP2, PP25 supp. by TL and SST, organise 1 telco. to produce the 6th EEPE Report, following the EEPE report method.Nov: PP2, PP6 supp. by TL and SST, coordinate the 7th EEPE (validation) in Zealand Region, following the EEPE methodology and Case studies identified for the event.Main outputs will be collected and partially analysed during the event by participant regions (partners and stakeholders) following the EEPE methodology.Dec: PP2, PP6 supp. by TL and SST, organise 1 telco. to produce the 7th EEPE Report, following the EEPE reporting methodology.

2nd WALK THE TALK EVENTSepNov: PP2, PP3, PP10 (host) supp. by TL, SST and AP, organise 2 telco. to plan and start to deploy operations preparing 1st WTT content and logistic. Lessons Learnt &Synthesis Key output taken from EEPE events feed the WTT planning (SG approval). Dec: PP2, PP3, PP10 (host) supp. by TL & SST coordinates a 3 days WTT in Baden Wurttemberg comprising a SG/AG meeting, the WTT, a dissemination workshop and anIdea Swap Lab. European Experts Group to give external input. Applied WTT evaluation.

LOCAL MEETINGS WITH STAKEHOLDERSJul: PP5 supported by TL and SST organizes 1 telco. for preparing 3rd LOCAL meetings for stakeholders, promoted in the 21 partners regions.Sep: All partner regions, coordinated by PP5, organize the 3rd LOCAL meetings, a halfday local stakeholders meeting. Evaluation during and post event by each partnerregion to outline key outputs.Oct: PP5, supported by TL & SST, organize 1 telco. for reporting the sum up of outputs from events, collected in the 3rd Local meetings.

SUM UP WEBINARSSep: PP2, PP25, and TL organize the 3rd round of Sum up webinars for validation+scaling.Dec: PP2, PP25, PP6 and TL celebrate 3rd round of Sum webinars by theme for experts/stakeholders not being able to attend the wanted EEPE and/or WTT.

3RD BASELINE ASSESSMENT, SINGLE LOOP & REFLEXIVE LEARNINGAug: PP2 and PP5, supported by TL & SST, organize 1 telco. for coordinating with SST and multistakeholders group the 3rd Regional SelfAssessment.Oct: 3rd SelfAssessment at 21 local stakeholder meetings. PP2 and SST analyse results. Report disseminated by PPs and stakeholders.

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Nov: 3rd External reviewing of baseline assessment webinar. SG telco. for approval.


b) Communication and dissemination JulAug: 3rd enewsletter is published and sent to subscribers. The CT take care of the 6th EEPE communication aspects: ensure that informative material for participantsis ready, set up a webinar for introducing the EEPE as short online presentation, ensure articles are published online on SCALE and partners/AP websites, prepare thefeedback questionnaire, organize the press conference. During the EEPE, they update social networks and tape some moments for SCALE video.SepOct: the CT organizes the midterm event during the Open Days in Brussels: prepare workshop sessions, set up the agenda, identify speakers, send invitations,publish articles online on SCALE and partners/AP websites, prepare informative material for participants and organize the press conference (1 day event). Moreover, the CTwill support the preparation of material for local meetings with stakeholders and make sure that articles are published online on their results.NovDec: The CT take care of the communication of the 7th EEPE as well as the 2nd WTT and idea swap lab: send invitations, set up a webinar for introducing the EEPE asshort online presentation, ensure articles are published online on SCALE and partners/AP websites and informative material for participants is ready, organize the pressconference. During the events, they update social networks and tape some moments for SCALE video. The 4th newsletter is prepared in English and translated.The website and social media are kept updated.


c) Project management Jul: LP though SPO prepares together with the AL and TL the 6m agenda. PPs coordinated by the SPO start their declaration of expenses, progress report, FLC and sendall the official forms to the LP. The SG approves the agenda, participants list and contents for the EEPE6 in Liverpool (EEPE session + press conference= 2 days).Aug: LP receives and collects all the documentation for the JTS, cross checks forms, ask for amendments to those partners that need to further explain theirinputs/deviations regarding the AF and expenditure planning. SG approves the Local Stakeholders Meeting AgendaSep: LP sends the consolidated 3rd progress report and financial forms to the JTS. SG approves the 2nd Synthesis Key OutputOct: SG Approval of the agenda, participants list and contents for the 2nd WTT in Baden Wuerttemberg Region (SG/AG Ideas Swap Lab+ WTT sessions+ Workshop= 3days) through telco. Nov: Preparation of the 3rd progress report. SG approves the 3rd Baseline Assessment.Dec: Starting of the certification process. Taking stock of project achievements and planning the expenditure declaration. WTT event in BadenWuerttemberg. PP10produces the minutes. SG Approves the 4th eNewsletter. SPO send the Quality Assurance Assessment Tool to PPs to assess the overall management in the 2nd yearand analyses results.In this semester, LP participates in 4 IE events


Main Outputs 2 EEPE events in Liverpool and Zealand2 EEPE reports (6th;7th)1 Synthesis Key output on the EEPE events21 LOCAL meeting reports1 Integrated Report LOCAL meetings (includes Synthesis Key output)1 Round of Sum up webinars21 SelfAssessment meetings1 Report on the 3rd SelfAssessment1 WTT 10 Telcos. Minutes

Mid Term event, pressconf, 200 leafletWTT: 50 leaflets, articles online, pressconfEEPE: webinar content, material (100 copies), 2 pressconf, feedback questionnairenewsletter3 local media appearances1 local meeting in each RegionReport on communication indicators

1 4th 6m agenda25 3rd progress reports and forms. 1 3rd joint progress reportAgenda, participants, presentations and minutes Ecosystem SeminarAgenda, participants, presentations and minutes EEPE 4+5 in Noor BrabantAgenda, list of participants, presentations and minutes WTT in Baden Wuerttemberg 1 report 2nd year Quality Management Assessment Tool4 IE events attended


a) Exchange of experience FRAMEWORK STRATEGYJanMay: PP3 and PP9, supported by SST, will prepare the SCALE Framework Strategy for Action Plan which will include both the main conceptual recommendations, casestudies and lessons learnt as well as a dedicated tool “In your shoes” to guide partners in the drafting process of the action plans. Telcos among partners will beorganized to coordinate the progress.Jun: 1st release of Framework Strategy/In your shoes tool is released for WTT

WALK THE TALK EVENTJan: PP2, PP3, PP17 (host) and TL, supported by SST, organise a telco. orienting the 2nd WTT Report.AprMay: PP2, PP3 (host), PP9 and TL, supported by SST and AP, organise 2 telco. to plan and start to deploy operations preparing 3rd WTT content and logistic. The workon the Framework Strategy and toolkit as well as guidance to prepare the Action Plan will feed the WTT planning (SG approval). The material to gather feedback on theFramework is prepared.Jun: PP2, PP9 and PP3 (host) celebrate a 2,5 days WTT in Marche comprising a SG/AG meeting and the WTT. Applied WTT evaluation.

LOCAL MEETINGS WITH STAKEHOLDERSJan: PP5 supported by TL organizes 1 telco. to prepare 4th LOCAL meetings with stakeholders, promoted in the 21 partners regions. The team coordinates with theFramework Strategy group to present the initial results.Apr: All partner regions, coordinated by PP5, organize the 4th LOCAL meetings, a halfday local stakeholders meeting. Evaluation during and post event by each partnerregion to outline key outputs. PP are presented the 1st results of Framework Strategy.Jun: PP5 and TL, supported by SST, organize 1 telco. for reporting the events sum up of outputs, collected in the 4th Local meetings.

FRAMEWORK STRATEGY WEBINARFeb: PP3, PP9 and PP20 supported by SST organize a round of webinars for consolidating data and sharing first ideas regarding “In your shoes”Mar: PP3, PP9 and PP20 with the support of SST celebrate the round of Framework Strategy webinars for PP and stakeholders. Max attendance 20 participants/or severalwebinars.


b) Communication and dissemination JanApr: 4th enewsletter is published and sent to subscribers. The CT will support the preparation of material for local meetings with stakeholders and make sure thatarticles are published online on their results. Moreover, the CT will support the preparation of the content and the form of the webinar for the 3rd WTT dedicated to theFramework Strategy and toolkit, to help the preparation of the Action Plan. MayJun: The CT take care of the 3rd WTT communication aspects, ensuring that informative material for participants is ready, ensuring articles are published online onSCALE and partners/AP websites, setting up the webinar prepared to introduce the Framework Strategy and associated toolkit, as well as organizing the press conference.During the WTT, the CT will update social networks and tape some moments for SCALE video. The 5th newsletter is prepared in English and translated in the partnerregions languages.The website and social media are kept updated.


c) Project management Feb: LPSPO prepares together with AL and TL the 6m agenda. PPs, coordinated by SPO, start their declaration of expenses, progress report, FLC and send all the officialforms to the LP. SG approves the 2nd WTT reportMar: LP collects all the documentation for the JTS, cross checks forms, ask for amendments to partners to further explain their inputs/deviations regarding the AF andexpenditure plan. SG prepares the Phase I Final Event: Com Lead (P15) drafts the agenda; LP looks for synergies with other topicrelated projects to organize a joint eventand P2 and STT Lead (P7) drafts scientific/technical contentApr: LP sends the consolidated 4th progress report andforms to the JTS. SG approves the Local Stakeholders Meeting agendaMay: SG approves the agenda, participants and contents for the 3rd WTT in Ancona. Preparation of the PhaseI Final meeting: PP15 prepares promotional materials withother com. leads of other pjs; all pj. leads produces a participants list; SG approves the joint agenda and delivery of the invitationsJun: Preparation of the 4th progress report. 3rd WTT in Ancona (SG/AG Project Overview + Idea Swap Lab+ Press conference). PP3 does the minutes.Jul: Starting of the certification process. Taking stock of pj achievements and planning the expenditure declaration. SG approves the 5th eNewsletter, 3rd WTT report andPhase I Final Conference participants, Agenda, promotional materials and logistics.

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In this semester, LP participates in 4 IE events


Main Outputs

1 WTT report1 WTT (with 1 SG/AG meeting)21 LOCAL meeting reports1 Integrated Report LOCO meetings 1st release Framework Strategy with “In Your Shoes” tool14 WebMeeting Minutes

1 Framework Strategy webinar 1 WTT event: printed material (200 copies), online articles, pressconf3 appearances in local media and specialized magazinesnewsletter1 local meeting (for partner/Region)Report on communication indicators

1 5th 6m agenda25 4th progress reports and 1 joint 4th progress reportAgenda, participants list, presentations and minutes WTT event in Ancona2 SG telcos minutesAgenda, participants list, logistics planning for the PHASEI joint final conference (with other pjs)4 IE events attended


a) Exchange of experience FRAMEWORK STRATEGYJul: following the peer review and gathering the feedback from the 3rd WTT, the SST with PP3 and PP9 will finalize the Framework Strategy and “In Your shoes” tool, whichwill provide the roadmap to get the action plans and to properly fill in the template provided by the Programme Manual (Annex 1).

PRELIMINARY ACTION PLAN PREPARATIONAugSep: all partner Regions will work on the elaboration of the Action Plan, with the support of PP/AP and the SST. Virtual interregional bilateral collaboration will beprovided in this period via video conference/webinar/etc –with expert partners in order to better effect the policy instrument chosen and to create a valuable action plan.Preliminary results will be presented at the 1st phase final event.

ACTION PLAN FINALIZATIONOctDec: all partner Regions will gather the input from the Peer Review analysis of the Final Event and will work on the finalization of the Action Plan, with the support ofPP/AP and the SST. Virtual interregional bilateral collaboration will be provided in this period via video conference/webinar/etc – with expert partners in order to better effectthe policy instrument chosen and to create a valuable action plan. Dec: Final Action Plans

1ST PHASE FINAL EVENTAugSep: SG organizes 1 telco. with LP and SST for planning the 2 days 1st phase Final Event. Sep: Flanders hosts the 1st phase Final Event comprising SG/AG and Workshop Phase 1 (to present the State of the Art on the 21 Action Plans under elaboration by thepartner regions), and a Press Conf. Expert partners will be invited to peer review the preliminary Action Plans. Oct: LP, supported by SST, produce the 1st phase Final Event Report, including the result of the peer review of Action Plans.

LOCAL MEETINGS WITH STAKEHOLDERSAug: PP3 and PP9 supported by SST organize 1 telco. to prepare 5th LOCAL meetings with stakeholders, promoted in the 21 partners regions and supported by the PPs,focused on the elaboration of the Action Plan through the Framework Strategy.AugSep: All partner regions, coordinated by PP5, organize the 5th LOCAL meetings, focused on the preparation of first draft Action Plan based on the knowledge gatheredand exploiting the Framework Strategy and with the support of the “In Your Shoes” tool. Sep: PP3 and PP9, supported by SST, organize 1 telco. for reporting the events sum up of outputs, collected in the 5th Loco meetings and an analysis of the State of the Artof the Action Plans.


b) Communication and dissemination JulAug: 5th enewsletter is published and sent to subscribers. The CT will support the preparation of material for local meetings with stakeholders and make sure thatarticles are published online on their results. Moreover, we will start organizing the 1st phase final event of September: prepare workshop sessions, set up the agenda,identify speakers, send invitations, publish articles online on SCALE and partners/AP websites, prepare informative material for participants and organize the pressconference (1 day event). Sep: in September, the 1st phase final event will take place in Flanders. During the event, the CT will update social networks and tape some moments for SCALE video.SCALE leaflet will be updated with SCALE results. The event will be advertised by international and regional press releases.OctDec: based on the taped moments and the planned script, SCALE video is edited and delivered to summarise the project history and highlight the most importantconcepts and results. The video will be uploaded on SCALE website and advertised through social media and online articles. The website and social media are kept updated.


c) Project management Aug The LP, though SPO prepares, together with and TL, the 6m agenda. PPs coordinated by SPO start their declaration of expenses, progress report, FLC and send allthe official forms to the LP. All the PPs finalize Phase I Final event preparation, logistics, presentations, etc. SG approves the agenda for the Local Stakeholders MeetingSept LP receives and collects all the documentation for the JTS, cross checks forms, ask for amendments to those partners that need to further explain theirinputs/deviations regarding the AF and expenditure planning. Phase I final event in Brussels organized by LP, PP2 and PP15 (SG/AGProject Overview + Final Conference).P15 produces the MinutesOct LP sends the 5th consolidated progress report and financial forms to the JTS. SG approves the Phase 1 Final Event Report.Dic SG Approves the Framework StrategyJan End of Jan, Starting of the certification process. Taking stock of project achievements and planning the expenditure declaration. SG approves the SCALEfilm/documentary and the 6th eNewsletter. The SPO sends the Quality Assurance Assessment Tool to PPs to assess the overall management in the 3rd year and analysesthe results.In this semester, LP participates in 4 IE events


Main Outputs

1 Framework Strategy with “In your shoes” tool;21 Action Plans;21 LOCAL meeting reports1 Final Event (Phase I) 1 1st Phase Final Event Report1 Report on the Peer Review of the Preliminary Action Plans1 Monitoring and Assessment Guide;1 Dissemination of Action Plan Report

1st phase final event (150 participants) with pressconf, 300 final brochures, online articles and press releasesnewsletter1 local meeting in each partner/RegionReport on communication indicators1 SCALE video

1 6th 6m AgendaAgenda/program, participants list, presentations of the I Phase Final Event2 SG Telco Minutes25 5th Progress Report and 1 5th Joint Progress Report1 report 3rd year Quality Assurance Assessment Tool 4 IE events attended


Semester 6

07/2018 12/2018




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D.2 PHASE 2 Detailed work plan per period

a) Action plan implementation followup Each region starts the implementation of its action plan. The relevant stakeholders for the implementation are mobilised.

b) Communication and dissemination The partners ensure regular updates of the project website with information on the action plans implementation.

c) Project management

Main Outputs Website updates

a) Action plan implementation followup Each partner monitors the action plan implementation by contacting the stakeholders and beneficiaries of the different actions. All partners meet to learn from each other by exchanging on the success and difficulties met in the implementation of their action plan.


c) Project management Each partner reports the progress made in implementing the action plan. The lead partner compiles the information and prepares the report for the joint secretariat.

Main Outputs 1 project meetingWebsite updates1 annual progress report

a) Action plan implementation followup Each partner continues monitoring the action plan implementation and is in regular contacts with the stakeholders and beneficiaries of the different actions.

b) Communication and dissemination The partners organise a final dissemination event gathering executives and policy makers from the regions and from other relevant institutions. The aim is to promote theproject achievements and to disseminate the results of the action plans implementation to a large audience. The project website is updated accordingly.

c) Project management

Main Outputs 1 highlevel political dissemination eventWebsite updates

a) Action plan implementation followup Each partner finalise the monitoring of the action plan implementation. Each partner discuss the results of this implementation with the relevant regional stakeholders andbeneficiaries.All partners meet to exchange and draw conclusions on the two years of action plan implementation.


c) Project management Each partner summarises the level of achievement of their action plan. The lead partner compiles the information and prepares the final report for the joint secretariat.

Main Outputs 1 project meetingWebsite updates1 annual progress report1 final project report

Semester 7

01/2019 06/2019

Semester 8

07/2019 12/2019

Semester 9

01/2020 06/2020

Semester 10

07/2020 12/2020




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PART E – Project budget

E.1 Budget breakdown per budget line and partner

PartnerPreparation

costsStaff costs

Office andadministration

Travel andaccommodation

Externalexpertise and

servicesEquipment Revenues

Total partnerbudget

1. Social Services Regional ManagingAuthority of the Castilla y LeónRegional Government (GSS)

15,000 219,090 32,863 33,600 158,335 0 0 458,888

2. Province of NoordBrabant0 144,618 21,692 27,000 96,000 0 0 289,310

3. Marche Regional Authority0 68,771 10,315 27,000 155,638 0 0 261,724

4. The Malopolska Region0 32,115 4,817 28,800 58,800 0 0 124,532

5. NHS 24 / Scottish Centre forTelehealth and Telecare

0 137,344 20,601 29,700 30,700 0 0 218,345

6. Region Zealand0 169,229 25,384 28,800 49,000 0 0 272,413

7. University of Ljubljana, Faculty ofSocial Sciences

0 82,870 12,430 28,800 53,000 0 0 177,100

8. INTRAS Foundation0 91,533 13,729 24,300 40,600 0 0 170,162

9. INSIEL0 125,896 18,884 31,500 27,100 0 0 203,380

10. State of BadenWuerttemberg0 119,760 17,964 30,600 42,550 0 0 210,874

11. South Denmark European Office0 129,931 19,489 30,600 34,300 0 0 214,320

12. Puglia Region0 54,913 8,236 29,700 82,350 0 0 175,199

13. Basque Foundation for Health ,Innovation and Research

0 82,903 12,435 29,700 42,100 0 0 167,138

14. European Connected HealthAlliance (ECHAlliance)

0 100,090 15,013 30,600 2,600 0 0 148,303

15. Thomas More University College0 128,448 19,267 28,800 46,100 0 0 222,615

16. Smarter Futures EEIG0 76,522 11,478 29,700 5,000 0 0 122,700

17. Norrbotten County Council0 76,249 11,437 36,800 65,150 0 0 189,636

18. Agency for health Quality andAssessment of Catalonia (AQuAS)

0 75,475 11,321 34,200 23,800 0 0 144,796

19. South Norway European Office0 112,574 16,886 30,600 44,800 0 0 204,860

20. Autonom'LaB0 66,635 9,995 28,800 32,000 0 0 137,430

21. Donegal County Council0 67,402 10,110 28,800 23,600 0 0 129,912

22. Polytechnic University of Valencia0 55,250 8,287 31,500 38,756 0 0 133,793

23. ÉszakAlföld Regional DevelopmentAgency Nonprofit Limited Company

0 53,360 8,004 26,400 31,600 0 0 119,364

24. Regional Ministry of Equality andSocial Policies of the AndalusiaGovernment

0 31,594 4,739 30,600 55,550 0 0 122,483

25. NHS Liverpool ClinicalCommissioning Group

0 90,226 13,533 28,800 92,400 0 0 224,959

0.31 % 49.39 % 7.41 % 15.39 % 27.49 % 0.00 % 0.00 %

Total 15,000 2,392,798 358,909 745,700 1,331,829 0 0 4,844,236

Net revenues after project end

Will any of the partners receiving funding from the programme generate net revenues from the project after the project has ended? No

E.2 External expertise and services

Type of costs Description Contracting partner Amount

1 Publication and dissemination costs Dissemination material: 1 roll up, 1 poster, leaflets, other printed material,publication of articles, etc.


14. European ConnectedHealth Alliance (ECHAlliance)

2,600




/ 90


2 FLC costs 8 Audits: one per semester during the Phase 1 and one per year during thePhase 2 (1050 € per Audit)



8,400

3 Travel & accommodation costs: members of thestakeholder groups and other external bodies

2 stakeholders per each Exchange of Experience Event (5 travels for EEpEs, 3travels for Walk the Talks and one travel for Ecosystem event) + Kick of meeting



19,800




2,500



6. Region Zealand 20,000

6 Meeting costs: exchange of experience events 7th EEPE (Validation + press conf) organization costs: room rental, catering forcoffe break and buffet, fees for speakers, badges, folders, other printedmaterial, etc.




2 stakeholders per each Exchange of Experience Event, except 7th EEPEplaced in Denmark (4 travels for EEpEs, 3 travels for Walk the Talks and onetravel for Ecosystem event) + Kick of meeting






9 Project and/or financial and/or communicationmanagement

Dissemination and communication activities

42 / 500 characters

7. University ofLjubljana, Faculty of Social

Sciences

7,000

10 Meeting costs: exchange of experience events Ecosystem Collaborative Seminar organization costs: room rental, catering forcoffe break and buffet, fees for speakers, badges, folders, other printedmaterial, etc.



Sciences

15,000


2 stakeholders per each Exchange of Experience Event, except EcosystemCollaborative Seminar placed in Slovenia (5 travels for EEpEs, 3 travels forWalk the Talks) + Kick of meeting



Sciences

18,000




Sciences

3,000

13 External support for the exchange of experience process, inparticular the development of the regional action plan

External support for the development of the regional action plan.

65 / 500 characters


Sciences

10,000

14 Meeting costs: steering group 7th SG/GA (monitoring and press conference included) organizationcosts: room rental, catering for coffe break and buffet, badges, etc.


4. The Malopolska Region 4,000






External support for the exchange of experience process and development ofthe regional action plan.







99 / 500 characters

9. INSIEL 4,800




9. INSIEL 19,800



9. INSIEL 2,500

21 Meeting costs: dissemination event 2nd WTT (4th SG/AG included + dissemination workshop + Idea Swap Lab)organization costs: room rental, catering for coffe break and buffet, fees forspeakers, badges, folders, other printed material, etc.

Seeking for a greater cost efficiency we have included SG/AG costs within thegeneral costs of this event.


10. State of BadenWuerttemberg

15,750




/ 90



2 stakeholders per each Exchange of Experience Event, except 2nd WTTplaced in Germany (5 travels for EEpEs, 2 travels for Walk the Talks and onetravel for Ecosystem event) + Kick of meeting.

3 representatives from the European Expert Group to reinforce themultistakeholder participation in the 2nd WTT.



24,300




2,500



11. South Denmark EuropeanOffice

12,000





19,800




2,500

27 Meeting costs: exchange of experience events 4th EEPE+5th EEPE validation1&scaling2,parallel sessions (including 3rdSG/AG meeting, Idea Swap Lab and conference press) organization costs:agency that co organizes events and visits,room rental,catering,etc.Seeking for a greater cost efficiency we have included SG/AG costs within thegeneral costs of this event.Final Event Phase II OPEN DAYS (including 8th SG/GA/monitoring+Workshop):networking dinner, room rental,catering, fees forspeakers, badges, folders, other printed material, etc.


2. Province of NoordBrabant 25,000


2 stakeholders per each Exchange of Experience Event, except 4th EEPE + 5thEEPE placed in Netherlands (4 travels for EEpEs, 3 travels for Walk the Talksand one travel for Ecosystem event) + Kick of meeting.







Strategical advisor and consultant

34 / 500 characters




3. Marche Regional Authority 7,200

32 Meeting costs: dissemination event 3rd WTT (5th SG/AG included+Framework Strategy+press conf.) organizationcosts: room rental, catering for coffe break and buffet, fees for speakers,badges, folders, other printed material, etc. Seeking for a greater cost efficiencywe have included SG/AG costs within the general costs of this event.

Final Event Phase II OPEN DAYS (including 8th SG/GA/monitoring+Workshop):networking dinner, room rental, catering, fees forspeakers, badges, folders, other printed material, etc.








34 / 500 characters



2 stakeholders per each Exchange of Experience Event, except 3th WTT placedin Italy (5 travels for EEpEs, 2 travels for Walk the Talks and one travel forEcosystem event) + Kick of meeting.

3 representatives from the European Expert Group to reinforce themultistakeholder participation in the 3th WTT.



36 Meeting costs: exchange of experience events 2nd EEPE + 3rd EEPE validation2&scaling1, parallel sessions (+ conferencepress) organization costs: agency that co organizes events and visits, roomrental, catering for coffe break and buffet, fees for speakers, badges, folders,other printed material, etc.


12. Puglia Region 12,750


2 stakeholders per each Exchange of Experience Event, except 2nd EEPE + 3rdEEPE placed in Italy (4 travels for EEpEs, 3 travels for Walk the Talks and onetravel for Ecosystem event) + Kick of meeting.








34 / 500 characters





/ 90




13. Basque Foundation forHealth , Innovation and

Research

8,000





Research

19,800




Research

3,000


Strategical advisor and consultant to develop the Action Plan.

62 / 500 characters


Research

11,300


99 / 500 characters

1. Social Services RegionalManaging Authority of theCastilla y León RegionalGovernment (GSS)

6,000

45 Meeting costs: steering group Kickoff meeting 1st SG/AG placed in Spain: room rental, catering for coffebreak and buffet, etc.



1,500

46 Meeting costs: dissemination event Kickoff meeting (Project Overview + Baseline Assess. workshop + Idea SwapLab + press conf + session on AHA technologies) organizationcosts:networking dinner, room rental, catering for coffe break and buffet, feesfor speakers, badges, folders, other printed material, etc.

Final Event Phase II (polititians) OPEN DAYS (including 8th SG/GA/ monitoring+ Workshop):networking dinner, room rental, catering for coffe break and buffet,fees for speakers, badges, folders, other printed material, etc.



25,000

47 Meeting costs: stakeholder group Organization costs: room rental, catering for coffe break and buffet, etc.

74 / 500 characters


500


1 stakeholders per each Exchange of Experience Event, (5 travels for EEpEs, 3travels for Walk the Talks and one travel for Ecosystem event).



8,000




3,500


Financial Management

20 / 500 characters


113,835


99 / 500 characters

15. Thomas More UniversityCollege

4,000

52 Other Communication material design: 10.000€

38 / 500 characters


10,000

53 Other Development of SCALE movie: 8.500€

37 / 500 characters


8,500

54 Meeting costs: dissemination event Final event Phase I (including 6thSG/AG, workshop and presss. conference)organization costs: room rental, catering, fees for speakers, badges, folders,other printed material, etc. Seeking for a greater cost efficiency we haveincluded SG/AG costs within the general costs of this event.

Final Event Phase II OPEN DAYS (including 8th SG/GA/ monitoring +Workshop):networking dinner, room rental, catering for coffe break and buffet,fees for speakers, badges, folders, other printed material, etc.



10,000


4 representatives from the European Expert Group to reinforce themultistakeholder participation in the Final event Phase I.



3,600




10,000

57 FLC costs 8 Audits: one per semester during the Phase 1 and one per year during thePhase 2 (around 600 € per Audit)


16. Smarter Futures EEIG 5,000

58 Meeting costs: dissemination event 1st WTT (included 2nd SG/AG +dissemination workshop+ Idea SwapLab+press conf.) organization costs: room rental, catering for coffe break andbuffet, fees for speakers, leader/moderator, badges, folders, other printedmaterial, etc. Seeking for a greater cost efficiency we have included SG/AGcosts within the general costs of this event.


17. Norrbotten County Council 18,000




/ 90



2 stakeholders per each Exchange of Experience Event excep for 1st WTTplaced Sweden (5 travels for EEpEs, 2 travels for Walk the Talks and one travelfor Ecosystem event) + Kick of meeting 3 representatives from the European Expert Group to reinforce themultistakeholder participation in the 1st WTT.




Communications expert

23 / 500 characters





18. Agency for health Qualityand Assessment of Catalonia

(AQuAS)

19,800



18. Agency for health Qualityand Assessment of Catalonia

(AQuAS)

4,000



19. South Norway EuropeanOffice

22,500





19,800




2,500


99 / 500 characters

20. Autonom'LaB 5,600

67 Meeting costs: exchange of experience events 1st EEPE Validation (press conf. included) organization costs: room rental,catering for coffe break and buffet, fees for speakers, badges, folders, otherprinted material, etc.




2 stakeholders per each Exchange of Experience Event excep for 1st EEPEplaced France (4 travels for EEpEs, 3 travels for Walk the Talks and one travelfor Ecosystem event) + Kick of meeting






70 Other Translation service

19 / 500 characters


71 FLC costs 8 Audits: one per semester during the Phase 1 and one per year during thePhase 2 (500 € per Audit and 750 for the final claim)


21. Donegal County Council 4,500










22. Polytechnic University ofValencia

16,456





19,800




2,500




23. ÉszakAlföld RegionalDevelopment Agency Nonprofit

Limited Company

17,600

78 Publication and dissemination costs 2 stakeholders per each Exchange of Experience Event (5 travels for EEpEs, 3travels for Walk the Talks and one travel for Ecosystem event) + Kick of meeting



Limited Company

1,500



34 / 500 characters


Limited Company

12,500




24. Regional Ministry of Equalityand Social Policies of theAndalusia Government

19,800




/ 90





1,500



34 / 500 characters


34,250


99 / 500 characters

8. INTRAS Foundation 6,000


1 stakeholders per each Exchange of Experience Event, (5 travels for EEpEs, 3travels for Walk the Talks and one travel for Ecosystem event).







Strategical advisor and consultant (study to develop the action plan)

69 / 500 characters


87 Other Webinar platform to support all webinars planned for the exchange ofexperience activities.

92 / 500 characters





8,400

89 Meeting costs: exchange of experience events 6th EEPE Scaling (press conf. included) organization costs: room rental,catering for coffe break and buffet, fees for speakers, badges, folders, otherprinted material, etc.



12,500




3,500


2 stakeholders per each Exchange of Experience Event excep for 6th EEPEplaced UK (4 travels for EEpEs, 3 travels for Walk the Talks and one travel forEcosystem event) + Kick of meeting



18,000



34 / 500 characters


50,000




Total 1,331,829.00

E.3 Equipment

Type of costs Description Partner Amount

Total 0.00

E.4 Budget breakdown per source of funding and partner

Programme funds Partner contribution

Partner Country TOTAL ERDF ERDF rate (%) Norwegian

Partnercontributionfrom publicsources

Partnercontributionfrom privatesources

Total partnercontribution

1. Social Services Regional Managing Authority of the Castillay León Regional Government (GSS)

ES458,888.00 390,054.80 85.00 % 0.00 68,833.20 0.00 68,833.20

2. Province of NoordBrabant NL289,310.00 245,913.50 85.00 % 0.00 43,396.50 0.00 43,396.50

3. Marche Regional Authority IT261,724.00 222,465.40 85.00 % 0.00 39,258.60 0.00 39,258.60

4. The Malopolska Region PL124,532.00 105,852.20 85.00 % 0.00 18,679.80 0.00 18,679.80

5. NHS 24 / Scottish Centre for Telehealth and Telecare UK218,345.00 185,593.25 85.00 % 0.00 32,751.75 0.00 32,751.75

6. Region Zealand DK272,413.00 231,551.05 85.00 % 0.00 40,861.95 0.00 40,861.95

7. University of Ljubljana, Faculty of Social Sciences SI177,100.00 150,535.00 85.00 % 0.00 26,565.00 0.00 26,565.00




/ 90

Programme funds Partner contribution

Partner Country TOTAL ERDF ERDF rate (%) Norwegian

Partnercontributionfrom publicsources

Partnercontributionfrom privatesources

Total partnercontribution

8. INTRAS Foundation ES170,162.00 127,621.50 75.00 % 0.00 0.00 42,540.50 42,540.50

9. INSIEL IT203,380.00 172,873.00 85.00 % 0.00 30,507.00 0.00 30,507.00

10. State of BadenWuerttemberg DE210,874.00 179,242.90 85.00 % 0.00 31,631.10 0.00 31,631.10

11. South Denmark European Office DK214,320.00 182,172.00 85.00 % 0.00 32,148.00 0.00 32,148.00

12. Puglia Region IT175,199.00 148,919.15 85.00 % 0.00 26,279.85 0.00 26,279.85

13. Basque Foundation for Health , Innovation and Research ES167,138.00 142,067.30 85.00 % 0.00 25,070.70 0.00 25,070.70

14. European Connected Health Alliance (ECHAlliance) UK148,303.00 111,227.25 75.00 % 0.00 0.00 37,075.75 37,075.75

15. Thomas More University College BE222,615.00 189,222.75 85.00 % 0.00 0.00 33,392.25 33,392.25

16. Smarter Futures EEIG NL122,700.00 92,025.00 75.00 % 0.00 0.00 30,675.00 30,675.00

17. Norrbotten County Council SE189,636.00 161,190.60 85.00 % 0.00 28,445.40 0.00 28,445.40

18. Agency for health Quality and Assessment of Catalonia(AQuAS)

ES144,796.00 123,076.60 85.00 % 0.00 21,719.40 0.00 21,719.40

19. South Norway European Office NO204,860.00 0.00 0.00 % 102,430.00 102,430.00 0.00 102,430.00

20. Autonom'LaB FR137,430.00 116,815.50 85.00 % 0.00 20,614.50 0.00 20,614.50

21. Donegal County Council IE129,912.00 110,425.20 85.00 % 0.00 19,486.80 0.00 19,486.80

22. Polytechnic University of Valencia ES133,793.00 113,724.05 85.00 % 0.00 20,068.95 0.00 20,068.95

23. ÉszakAlföld Regional Development Agency NonprofitLimited Company

HU119,364.00 101,459.40 85.00 % 0.00 17,904.60 0.00 17,904.60

24. Regional Ministry of Equality and Social Policies of theAndalusia Government

ES122,483.00 104,110.55 85.00 % 0.00 18,372.45 0.00 18,372.45

25. NHS Liverpool Clinical Commissioning Group UK224,959.00 191,215.15 85.00 % 0.00 33,743.85 0.00 33,743.85

Total 4,844,236.00 3,899,353.10 102,430.00 698,769.40 143,683.50 842,452.90

E.5 Spending plan

Phase 1

Partner Preparation Semester 1 Semester 2 Semester 3 Semester 4 Semester 5 Semester 6

1. Social Services Regional Managing Authority ofthe Castilla y León Regional Government (GSS)

15,000 77,333 56,533 56,533 58,933 54,133 54,633

2. Province of NoordBrabant 0 33,566 33,472 62,734 43,732 27,696 29,966

3. Marche Regional Authority 0 32,958 31,348 31,415 37,203 44,921 29,495

4. The Malopolska Region 0 19,478 16,382 16,104 21,025 13,478 14,534

5. NHS 24 / Scottish Centre for Telehealth andTelecare

0 29,947 28,638 27,966 33,981 25,940 27,584

6. Region Zealand 0 34,306 34,296 34,725 52,178 28,692 35,424

7. University of Ljubljana, Faculty of Social Sciences 0 20,434 19,277 36,003 25,438 17,479 21,234

8. INTRAS Foundation 0 24,940 20,089 22,412 26,240 19,712 23,021

9. INSIEL 0 28,851 26,967 24,519 34,345 23,523 25,938

10. State of BadenWuerttemberg 0 25,477 25,171 24,922 46,476 24,191 23,818

11. South Denmark European Office 0 30,410 28,425 28,248 34,496 24,768 27,001

12. Puglia Region 0 22,490 42,480 20,480 23,690 18,252 17,390

13. Basque Foundation for Health , Innovation andResearch

0 22,348 23,945 20,291 27,324 19,063 21,298




/ 90

Phase 1

Partner Preparation Semester 1 Semester 2 Semester 3 Semester 4 Semester 5 Semester 6

14. European Connected Health Alliance(ECHAlliance)

0 20,784 20,624 16,920 21,756 17,616 19,812

15. Thomas More University College 0 26,430 26,119 26,119 33,330 23,864 32,046

16. Smarter Futures EEIG 0 17,365 15,171 14,467 19,299 12,098 17,252

17. Norrbotten County Council 0 20,052 36,502 18,505 31,055 21,502 22,255

18. Agency for health Quality and Assessment ofCatalonia (AQuAS)

0 19,253 18,915 20,315 22,453 13,790 15,851

19. South Norway European Office 0 28,329 27,948 26,102 32,459 22,890 23,454

20. Autonom'LaB 0 21,403 15,948 16,901 21,135 15,948 16,833

21. Donegal County Council 0 18,513 17,220 18,979 22,430 13,820 14,488

22. Polytechnic University of Valencia 0 21,151 18,467 18,101 19,567 13,742 14,021

23. ÉszakAlföld Regional Development AgencyNonprofit Limited Company

0 17,335 15,586 17,267 20,214 12,452 13,538

24. Regional Ministry of Equality and Social Policiesof the Andalusia Government

0 16,885 17,712 16,878 20,860 13,688 14,132

25. NHS Liverpool Clinical Commissioning Group 0 27,073 24,952 38,394 45,899 23,495 26,299

Total 15,000.00 657,111.00 642,187.00 655,300.00 775,518.00 546,753.00 581,317.00

% of Total 0.31 % 13.56 % 13.26 % 13.53 % 16.01 % 11.29 % 12.00 %

Phase 2

Partner Semester 7 Semester 8 Semester 9 Semester 10 Total

1. Social Services Regional Managing Authority ofthe Castilla y León Regional Government (GSS)

13,410 20,089 13,410 38,881 458,888.00

2. Province of NoordBrabant 8,504 13,298 6,289 30,053 289,310.00

3. Marche Regional Authority 7,160 13,212 7,160 26,852 261,724.00

4. The Malopolska Region 3,478 8,869 3,617 7,567 124,532.00

5. NHS 24 / Scottish Centre for Telehealth andTelecare

6,203 10,658 6,845 20,583 218,345.00

6. Region Zealand 7,789 12,843 7,949 24,211 272,413.00

7. University of Ljubljana, Faculty of Social Sciences 4,971 9,664 6,426 16,174 177,100.00

8. INTRAS Foundation 5,522 10,115 5,520 12,591 170,162.00

9. INSIEL 4,968 8,820 5,037 20,412 203,380.00

10. State of BadenWuerttemberg 6,113 11,957 6,500 16,249 210,874.00

11. South Denmark European Office 5,534 9,924 6,548 18,966 214,320.00

12. Puglia Region 5,452 9,136 5,121 10,708 175,199.00

13. Basque Foundation for Health , Innovation andResearch

5,821 10,070 4,048 12,930 167,138.00

14. European Connected Health Alliance(ECHAlliance)

4,967 8,220 4,968 12,636 148,303.00

15. Thomas More University College 9,108 15,192 9,108 21,299 222,615.00

16. Smarter Futures EEIG 5,568 6,302 5,382 9,796 122,700.00

17. Norrbotten County Council 7,720 8,372 7,580 16,093 189,636.00

18. Agency for health Quality and Assessment ofCatalonia (AQuAS)

5,936 8,579 6,196 13,508 144,796.00

19. South Norway European Office 9,089 9,181 8,403 17,005 204,860.00

20. Autonom'LaB 5,893 6,471 4,720 12,178 137,430.00




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Phase 2

Partner Semester 7 Semester 8 Semester 9 Semester 10 Total

21. Donegal County Council 4,343 5,682 5,213 9,224 129,912.00

22. Polytechnic University of Valencia 4,175 8,676 4,104 11,789 133,793.00

23. ÉszakAlföld Regional Development AgencyNonprofit Limited Company

3,571 5,823 4,647 8,931 119,364.00

24. Regional Ministry of Equality and Social Policiesof the Andalusia Government

3,418 6,194 3,764 8,952 122,483.00

25. NHS Liverpool Clinical Commissioning Group 6,175 10,736 5,947 15,989 224,959.00

Total 154,888.00 248,083.00 154,502.00 413,577.00 4,844,236.00

% of Total 3.20 % 5.12 % 3.19 % 8.54 % 100.00 %




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INTERREG EUROPE - iOLF - Dokumentplus · PDF file · 2016-12-14&RQWDFWSHUVRQ Donna...

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