B3 ACTION PLAN 2016-18 - European Commission · B3 Action Plan EIP EIP on AHA 2016-2018 B3 Action Plan 2016 – 18 – V0.5 3

B3 ACTION PLAN

2016-18

EUROP E AN I NNOVAT I ON P AR T NERSHIP ON ACT I VE AND HEALT HY AGE I NG

Replicating and Scaling Up Integrated Care

B3 Action Plan EIP EIP on AHA 2016-2018

B3 Action Plan 2016 – 18 – V0.5 2

Change History

Version No

Date Revised by

Summary of revisions

V0.1 24 November 2015

DH and AP

1st draft


AP General/Specific Objectives


DH Further development of document

V0.4 25 December 2015

DH Further development of draft document

V0.5 08 February 2016 DH / AP Final draft development


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TABLE OF CONTENTS:

1. EXECUTIVE SUMMARY ................................................................................................................... 4

2. BACKGROUND AND RATIONALE .......................................................................................... 5

Strategic Implementation Plan of EIP on AHA ................................................................ 5

Rationale for B3 Action Group on Integrated Care ................................................... 5

Progress to date .................................................................................................................................... 6

3. THE B3 ACTION GROUP AND ACTION PLAN ................................................................ 7

The B3 Action Group today .......................................................................................................... 7

B3 Action Plan 2016 - 18 .................................................................................................................. 7

4. OBJECTIVES .......................................................................................................................................... 8

Alignment with SIP objectives ..................................................................................................... 8

Priority Action Areas ........................................................................................................................... 8

B3 Strategic Objectives ................................................................................................................... 8

5. PROCESS FOR GATHERING IDEAS ..................................................................................... 10

B3 Ideas from the PROEIPAHA survey ........................................................................... 10

Ideas for collaborative work ..................................................................................................... 10

B3 Ideas for synergies ................................................................................................................ 11

6. B3 ACTIVITIES, SPECIFIC RESULTS AND IMPACT ........................................................ 15

Overview ................................................................................................................................................. 15

7. B3 Agile Methodology .............................................................................................................. 20

8. Governance and Co-ordination ...................................................................................... 31

Governance overview .................................................................................................................. 31

Guiding principles ............................................................................................................................. 31

Role & responsibilities of B3 members ................................................................................ 31

Role & responsibilities of B3 Co-ordination Group .................................................... 31

Role & responsibilities of the European Commission ............................................... 32

9. Evaluation .......................................................................................................................................... 33

Annex 1. Glossary of key terms .................................................................................................... 35

Annex 2. B3 Sprint Proposal Form ............................................................................................... 38

Annex 3. List of B3 Action Group members (2012-2015) ........................................... 41


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1. EXECUTIVE SUMMARY The B3 Action Group (AG) on Integrated Care was established in 2012 to develop a

response to the challenges set by the Strategic Implementation Plan of the European

Innovation Partnership for Healthy and Active Ageing (EIP on AHA), in which

integrated care was identified as one of the six specific priority actions of the

European Innovation Partnership (EIP) planned for 2012-15.

Today, the B3 AG has over 450 members representing 150 regions, sub-national

administrations, delivery organisations, patient / user and carer organisations,

academic institutions, industry and members organisations.

Since its inception in 2012, B3 members have collaborated on a range of activities as

part of the implementation of the first B3 Action Plan 2012-15. These activities

were designed to encourage, enthuse and inspire health and social care providers,

along with industry and academia, to collaborate with patients / citizens, service

users and carers to form partnerships to inform the delivery of innovative service

redesign. This work was underpinned by a commitment to patient / user

empowerment, education and training for all stakeholders (workforce, patients /

users and carers), and service and care pathway redesign, supported by technology

where safe and effective to do so.

This renovated B3 Action Plan for 2016-18 builds on the significant work already

undertaken by the AG, as outlined in the State of Play of the Action Group B3

document published in December 20151. The focus of this new plan is on

dissemination of good practice and learning, supporting scaling up of successful

integrated service models and care pathways. It also outlines new objectives for the

Group and is a result of work that started with adoption of the Strategic

Implementation Plan (SIP) in November 2011.

The key objective of the Action Plan is to assist Regions and delivery organisations

in addressing the key challenges they have identified in implementing integrated

care.

Activities will be implemented on planned basis, using an agreed agile sprint

methodology, during 2016 to 2018 and will be proposed and selected by B3 Action

Group members to secure their commitment and active engagement. Sprint

activities will be selected for implementation because of their relevance and

potential for impact.

1 EIP on AHA State of Play of Action Group B3; Publications Office of the European Union, 2015


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2. BACKGROUND AND RATIONALE

Strategic Implementation Plan of EIP on AHA The B3 Action Group on Integrated Care was established in 2012 to develop a

response to the challenges set by the Strategic Implementation Plan2 (SIP) of the

European Innovation Partnership for Healthy and Active Ageing (EIP on AHA). The

Group’s focus was on the SIP specific action – “replicating and tutoring integrated

care for chronic diseases, including remote monitoring at regional level”.

The overall objective of the B3 Action on Integrated Care was stated in the European

Innovation Partnership Active and Health Ageing Operational Plan of November

2011 as:

‘Reducing avoidable/unnecessary hospitalisation of older people with chronic

conditions, through the effective implementation of integrated care programmes

and chronic disease management models that should ultimately contribute to the

improved efficiency of health systems.’

Rationale for B3 Action Group on Integrated Care The B3 Action Plan 2012-15 set out to contribute towards increasing the average

number of healthy life years by two (2) years in the European Union by 2020, and by

the associated triple win for Europe:

Improving the health status and quality of life of European citizens, with a

particular focus on older people;

Supporting the long term sustainability and efficiency of health and social care

systems;

And enhancing the competitiveness of EU industry through an improved

business environment providing the foundations for growth and expansions of

new markets.

The SIP envisaged that B3 activities would result in the achievement of the following

targets:

1. By 2015: Availability of programmes for chronic conditions/case management

(including remote management/monitoring) serving older people in at least 50

regions, available to at least 10% of the target population (patients affected by

chronic diseases in the regions involved).

2 http://ec.europa.eu/research/innovation-union/pdf/active-healthy-ageing/steering-group/implementation_plan.pdf#view=fit&pagemode=none

http://ec.europa.eu/research/innovation-union/pdf/active-healthy-ageing/steering-group/implementation_plan.pdf#view=fit&pagemode=none

http://ec.europa.eu/research/innovation-union/pdf/active-healthy-ageing/steering-group/implementation_plan.pdf#view=fit&pagemode=none


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2. By 2015-2020: Based on validated, evidence-based cases, scale-up and

replication of integrated care programmes serving older people, supported by

innovative tools and services, in at least 20 regions in 15 Member States.

Progress to date

Local implementation is both the foundation and aspiration of the work of the B3 Action Group. B3 members have implemented chronic disease management programmes in 44 regions; and are focussing on scaling up and replication of their practices to reach the target of 50 regions, and cover 10% of the target population.

The expertise of the B3 Action Group is reflected in a rich collection of over 100 good practices on integrated care, collected throughout 2013-2015.

Over the last 3 years, B3 members have worked together to develop practical tools:

The B3 Maturity Model, that functions as a self-assessment tool that guides and supports regions on how to improve their capacity to deploy integrated care services.

Validated medical guidelines in respiratory diseases have been developed, through collaboration with health professionals, public authorities and patient organisations, into an integrated care pathway for respiratory diseases.

Experts collected and analysed tools for risk stratification of the population for optimised and targeted care, and make these available for organisations that are planning to develop or improve their systems.

A Citizen Empowerment Framework helped to develop common understanding and shared vision for integrated health and social care services that centres on the patients and their communities.

B3 has stimulated inter-regional cooperation, formalised in the form of Memoranda of Understanding, for example between Scotland and the Basque Country, as well as the development of regional networks for active and healthy ageing in Greece, Puglia and Languedoc-Roussillon regions.

B3 Action Group members have presented at a series of high-level European and

regional conferences / workshops and participated in exchange visits to promote

integrated care on health agenda.

In addition, by providing evidence and inspiration for policy-making, the Group has contributed to ensuring that integrated care is on the European agenda as one of the most promising solutions to assure the sustainability of the systems for health and social care.


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3. THE B3 ACTION GROUP AND ACTION

PLAN

The B3 Action Group today The B3 Action Group on Integrated Care was established in 2012 and today its

membership is made up of 150 regions, sub-national administrations, delivery

organisations, patient / user and carer organisations, academic institutions, industry

and member organisations.

In its first 3 years, the Group implemented the first B3 Action Plan which was

designed to encourage, enthuse and inspire health and social care providers,

industry and academia, to collaborate with citizens, patients and their carers to form

partnerships to implement and scale up integrated care services. This work was

underpinned by a commitment to patient / user empowerment, education and

training for all stakeholders (workforce, patients / users and carers), supported by

technology, where safe and effective to do so.

B3 Action Plan 2016 - 18 This renovated Action Plan for 2016-18 continues to relate directly to the

implementation of the SIP and its Operational Plan3, in which integrated care was

identified as one of the six specific priority actions of the European Innovation

Partnership (EIP).

The key objective of this new Action Plan is to continue to support regions and

delivery organisations to address the key challenges they have identified in

implementing integrated care, through the replication and scaling up of successful

integrated care models and practices.

B3 Action Group members will be invited to reaffirm their original commitments by

agreeing to contribute to the achievement of the new Plan objectives and activities

that are relevant for their region / organisation, considering the resources and

capacities available to them. They also continue to work collaboratively to

implement activities and deliverables in their own region / organisation and to

support others to do so.

3 https://ec.europa.eu/research/innovation-union/pdf/active-healthy-ageing/steering-group/operational_plan.pdf


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4. OBJECTIVES

Alignment with SIP objectives In agreement with the overall goals of the EIP on AHA to improve quality of life, increase systems and services sustainability and increase the EU economy's competitiveness, the B3 Action Group aims to contribute to the achievement of the following SIP objective: “Reducing avoidable/unnecessary hospitalisation of older people with chronic conditions, through the effective implementation of integrated care programmes and chronic disease management models that should ultimately contribute to the improved efficiency of health systems.”

Priority Action Areas Taking into account the rationale of the B3 Action Group and the expertise and interests of the group, as expressed in their ideas for collaborative work, specific actions under a set of priority action areas will be pursued in order to address the SIP objective within the three-year framework of the Action Plan. The priority action areas for B3 are described below:

Integration of health and social care services Management of chronic care, including population management Change Management Patient/Citizen Empowerment Workforce development ICT tools to support the integration process

B3 Strategic Objectives During the course of the B3 Action Plan for 2016-18, the B3 Action Group will pursue activities within the following strategic objectives:

Exploit the existing assets of the B3 Integrated Care Toolkit and continue to build on these.

Continue to collect and map evidence on innovative integrated care solutions, to be accessible in one repository.

Identify successful models / interventions for integrated care, and

specifically the barriers and success factors for their implementation within the community.

Develop guidelines, policy recommendations and other tools to foster

implementation of integrated care and chronic disease / care programmes in Europe.


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Support knowledge transfer, replication and scaling-up of good practices in

integrated care across Europe

Support coaching of regions – cooperation between “pioneering regions” with successful operational models and “follower regions”

Raise awareness of availability and benefits of integrated care programmes,

including disease / care management models with remote monitoring at regional level

Share and pool expertise, knowledge and resources towards the common goal of large scale deployment of integrated care and chronic disease / care programmes in Europe

Promotion of evaluation and monitoring of progress and outcomes

Promote collaboration and engagement with other EU initiatives.


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5. PROCESS FOR GATHERING IDEAS

B3 Ideas from the PROEIPAHA survey B3 members participated in a survey undertaken by PROEIPAHA in June 2015, and these ideas are likely to be reflected in future proposals for B3 sprint activities. Suggestions from the B3 members mainly referred to transferring good practices from one member state to another to capitalise on the existing data/knowledge instead of reinventing the wheel. Examples included:

1) In the field of epidemiology, the EpiChron research group, lead by Alexandra Torres-Prados. is in charge of conducting a study and analysing the phenotype of the population: against five criteria: cardiovascular, musculoskeletal, cardiorespiratory, mental disorders and metabolism. An integrated analysis could be delivered against these criteria to assess the state of health of the population. Transferring the terminology and the methodology would be a good piece of collaborative work.

2) A second example of collaborative work could be transferring the results, namely the platform that is set up, from the CHRODIS project. This repository of good examples and knowledge with free and open access could be exploited by other institutions, groups, like the EIP on AHA Action Groups, as well. It is clearly not efficient to re-produce the same kind of platforms.

3) The University of Cork has elaborated a screening tool, called CARST for nursery to evaluate frailty, hospitalisation and dependence of patients. Several countries, like Ireland, England, Portugal could adopt this tool.

4) NHS England published The Practical Guide to Healthy Ageing. This guide includes easy measures that could be useful for other Member States. In Spain, a promotional video was made on the basis of this guide with real patients, stakeholders on primary care, consulting pharmacist on medication or nutrition, and it was also used to stimulate roundtable discussions. It is like a training of the elderly on health, community care and nurses.

Ideas for collaborative work During the B3 Action Group meeting held on 19 November 2015 in Brussels, B3 members agreed that the B3 Action Group would adopt an agile methodology to identify and implement short-term activities to be undertaken by AG members during the lifespan of the new B3 Action Plan 2016- 18. The B3 Agile Methodology is outlined in the next section of this Action Plan and will be first launched in February 2016.


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B3 Ideas for synergies Synergies are thematic activities that are cross-cutting with at least two or more Action Groups and are established in a collaborative approach. The synergies include collaborative sprints activities that have been agreed among representatives of the different AGs involved. A dedicated Synergies Promoter, supported by PROEIPAHA secretariat services, is undertaking the management of the identified synergies. The B3 Action Group put forward 3 ideas for synergy activities in October 2015 that were considered by a short-life Synergies Task Force. All 3 B3 synergies were accepted for implementation by the interested AGs and they all provide continuity of the work of the B3 Action Group in 3 key areas – citizen and patient empowerment; integration of health and social care; and integrated care pathways. The B3-led synergy activities for 2016 are: B3 Synergy 1: Citizen and patient empowerment

Description:

Nearly all the Action Plans launched in 2012 refer to patient or citizen empowerment. Citizen and patient empowerment is a growing interest policy area. Active involvement of patients in their interaction with health and social professionals increases care effectiveness and efficiency. Citizen empowerment and the facilitating role of ICT are key topics in the EU H2020 programme. However, the work done in the EIP on AHA showed divergent understanding of citizen empowerment: defined in terms of education, joint decision-making and self-management. Tools such as measures of health literacy and the capacity of individuals or groups for self-management in chronic conditions would be of considerable value in reducing social inequalities.

General objectives:

To achieve a common understanding of citizen and patient empowerment, and to implement and scale-up good practices.

Specific objectives:

1. Develop a consensus view of citizen and patient empowerment across the different AGs.

2. Share and align citizen empowerment related activities within and across AGs. 3. Formulate a set of broad holistic actions, based on a common understanding, to

facilitate the scaling-up of good and effective practices via transverse (Synergies Task Force) as well as vertical processes (AGs) that support the overall objectives of the EIP on AHA.

4. Scale-up good practices and disseminate of knowledge via the Synergies Task Force, the AGs, the Reference Sites and relevant EU and national initiatives


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Contribution to the Scaling Up Strategy of the EIP on AHA:

All EIP on AHA partners and regions will be involved in this synergy. Additionally, all Reference Sites in the Reference Site Collaborative Network (RSCN) will be invited to participate.

Expected Outcomes / Contribution to MAFEIP:

1. Impact on QOL with an adequate social network and sufficient empowerment. 2. Impact on Sustainability of Health and Care Systems: Empowerment of patients

and citizens is seen as a key aspect of sustainable health and care systems. 3. Impact on Economic, Growth and Jobs: Empowered citizens are more self-

sustaining and economically productive. B3 Synergy 2: Maturity Model for Integrated Care

Rationale:

Scaling up of EIP on AHA good practices in integrated care to EU regions is essential to reduce health, gender and social inequities in Europe.

General objectives:

The B3 AG has developed the B3 Maturity Model to assist regions with their efforts to deploy integrated care in Europe in order (i) to reveal strengths and weaknesses of European regions, (ii) to match those with similar problems and environments to work together and (iii) to help regions to scale up their activities.

Specific objectives: 1. To share learning and expertise gained during development of the B3 Maturity

Model 2. To adjust the Maturity Model to address challenges of ageing in Europe such as

adherence, frailty, falls prevention and assisted living solutions. 3. To develop self-assessment tool(s) to assess the readiness of regions with

implementation of solutions for AHA. 4. To test and validate the Maturity Model as a tool for supporting scaling up and

replication of innovative solutions; and facilitating knowledge transfer and exchange of good practices in Europe.


Aiming to conduct self-assessment in 8 regions, with twinning and coaching activities facilitated by B3 regions. Expected Outcomes / Contribution to MAFEIP:

1- Impact on QOL: Scaling up of effective integrated care will improve the quality of care, health and wellbeing for citizens.

2- Impact on Sustainability of Health and Care Systems: Positioning of European regions in terms of strengths and weaknesses will inform national, regional and local authorities about their “future direction of travel” – quick and systematic identification of areas that need an attention to achieve improvement in AHA solutions.


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3- Impact on Economic, Growth and Jobs: Integration of health and care will lead to new roles and competencies for the workforce, and will generate opportunities for growth through scaling up of effective models of care / solutions.

B3 Synergy 3: Multi-morbidity of chronic respiratory diseases in older

adults: an under-recognised societal problem (B3)

Rationale:

Chronic Respiratory Diseases (CRD) are major chronic diseases. Some are occurring early in life (e.g. asthma-rhinitis) and persist throughout life. COPD is associated with frailty in older adults (multi-morbidity, polymedication). CRDs are intertwined with ageing and negatively impact AHA. Prevention and control of CRD in the ageing population is vital. Integrated care pathways have been set for CRDs (AIRWAYS ICPs) in the B3 AG.

General objectives:

To better understand, prevent, detect and manage CRDs in old age people, and to assess their socio-economic and health services utilization impact. Simple ICT tools allowing individualised medication should be developed.

To raise the awareness of the role of CRDs in older people, and advocate for a European strategy, in order to support scaling up of regional interventions, a stepwise action plan is proposed including scientific societies and patient’s organisations involvement.

Specific objectives: 1- Promotion of AHA: Fit at work with rhinitis: Rhinitis impacts work

productivity more than diabetes, hypertension or asthma. In Europe, work productivity costs due to rhinitis are over 30B€ per annum. The control of rhinitis by treatment improves work productivity. This project includes care pathways and should be a pilot for other common chronic diseases.

2- Ageing well with rare paediatric diseases (e.g. cystic fibrosis (CF) or bronchopulmonary dysplasia): The transition between paediatrics, adult medicine and geriatrics is key for AHA in this severe genetic disease. The model of CF can be deployed to other rare diseases.

3- Understanding, promoting health and controlling CRDs across the life cycle for AHA following the Polish and Cyprus priorities of the EU Council.

4- Understanding CRDs in old age people: Care pathways for airway diseases (rhinitis, asthma and COPD) and their multi-morbidities in older people need to identify prioritised questions and use ICT tools. Public health initiatives to identify those early when presenting in a pharmacy to purchase treatment.

5- Multi-morbidity in CRDs. To describe the clinical profile of patients with CRDs, the patterns of multi-morbidity, and health services use of this groups of patients based on the EpiChron cohort study (1.3M inhabitants).

6- Integrated care pathways for rhinitis across the life cycle and remote monitoring with a specific focus on old age adults.

7- Interactions between chronic respiratory diseases and frailty. 8- Polymedication: In CRDs, and particularly in COPD, patient adherence is a far


B3 Action Plan 2016 – 18 – V0.5 14

from perfect. Most often, patients discontinue their treatment very soon after its initiation. Polymedication has profound medical and economical consequences.

9- Societal problems in CRDs will be initially tackled with CARSAT (Caisse d’Assurance Retraite et Santé au Travail, Social Security, France) and scaled up to EU regions using the ICT tool on AHA.

10- Scaling up strategy, education, coaching and training.


AIRWAYS ICPs is currently deployed in 25 EU countries with national co-ordination.

Expected Outcomes / Contribution to MAFEIP:

1- Impact on QOL: All CRDs impact severely QOL across the life cycle. AIRWAYS ICPs is likely to have a major impact in old age adults.

2- Impact on Sustainability of Health and Care Systems: Novel care pathways including self-care, health and social carers that are patient-centred are required and represent one of the major objectives of AIRWAYS ICPs. Better knowledge of the patterns of multi-morbidity in CRDs and the health care use characteristics.

3- Impact on Economic, Growth and Jobs: Fit at work with rhinitis will have a major impact on economy.


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6. B3 ACTIVITIES, SPECIFIC RESULTS AND

IMPACT

Overview The activities to be undertaken during the implementation of the B3 Action Plan 2016-18 will involve different resources and actors and will relate to the SIP and B3 Specific objectives, outlined in Section 4. As a result of these activities, the B3 Action Group members will seek to achieve a range of results. An overview of the general objectives and specific activities that will complement B3 members’ individual commitments and the B3 sprint activities is provided in Table 1 below. Table 1: B3 Action Group General Objectives and Specific Objectives

General Objectives Specific Objectives

Generic Objective 1

Exploit the assets of the B3 Integrated Care Toolkit.

SO 1.1 Conduct self-assessment of at least 5 European regions to assess their readiness for integrated care, using the B3 Maturity Model.

SO 1.2 Continue scaling-up of Airways-ICP, via a Synergies Sprint with other AGs.

SO 1.3 Exploit the transferability of risk stratification tools deployed in Europe.

SO 1.4 Exploit the potential of maturity map for change management to stimulate effective use of incentives for change and innovation culture, via a Synergies Sprint with other AGs.

SO 1.5 Exploit the citizen empowerment mapping, via a Synergies Sprint with other AGs.

Generic Objective 2

Continue to map evidence on innovative integrated care solutions - to be accessible in one repository, aligned with the monitoring framework

SO 2.1 Collect and map good practices on integrated care models, with a specific focus on legislation, governance, business models, finance models and incentives.


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proposed by EIP on AHA. SO 2.2 Map and collect good practices demonstrating effective use of incentives for change and innovation culture, stakeholder engagement and leadership.

SO 2.3 Map and collect good practices demonstrating positive patient experience with health and care services, co-production of services and supported self-management.

SO 2.4 Map and collect good practices demonstrating successful rollout of electronic health records, integrated health and social care records and digital technology, including remote health monitoring.

SO 2.5 Map and collect good practices on integrated care pathways and whole population approaches to management of chronic care.

SO 2.6 Map and collect good practices on workforce education and training programmes, learning resources, knowledge, skills and competences and culture of shared responsibility and teamwork.

Generic Objective 3

Identify successful models / interventions for integrated care, including the barriers and success factors for their implementation.

SO 3.1 Explore organisational models for integrated care (identified from good practices), with a specific focus on the governance and legal framework / legislation to implement integrated care; and the effectiveness of existing funding models and incentives.

SO 3.2 Identify barriers and success factors for stakeholder engagement, including the role of leadership.


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SO 3.3 Promote availability and benefits of training/coaching programmes for patients/citizens and their families in the use of innovative solutions, including coaching tools, shared personal health records, self-management tools.

SO 3.4 Identify barriers and facilitators for scaling up of home health monitoring service.

SO 3.5 Promote scaling-up of effective integrated care pathways.

SO 3.6 Conduct analysis of workforce and training needs in relation to integrated care and ICT.

Generic Objective 4

Develop guidelines, policy recommendations and other tools to support implementation of integrated care and chronic disease/care programmes in Europe.

SO 4.1 Provide literature review on organisational model for integrated care, highlighting role of governance, legal framework/legislation to implement integrated care; and the effectiveness of existing funding models and incentives. The literature review will inform the formulation of policy recommendations.

SO 4.2 Prepare position papers on relevant EU projects, outlining how project findings relate to the objectives of the B3 Action Group, with concrete actions to be taken forward by the B3 Action Group.

SO 4.3 Continue the work on consensus-based framework for patient empowerment, including pre-requisites, processes and tools and anticipated patient outcomes.

SO 4.4 Develop guidelines for integrated care pathways and processes to speed their adoption within regions and care delivery organisations.


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SO 4.5 Develop policy recommendations to address the educational needs of the workforce.

Generic Objective 5

Support knowledge transfer, replication and scaling-up of good practices in integrated care across Europe.

SO 5.1 Organise and participate to dedicated knowledge transfer activities, such as webinars, workshops, study visits, etc.

SO 5.2 Identify the maturity of good practices for replication and scaling-up, using the B3 Maturity Model.

SO 5.3 Identify the maturity requirements for the adopting regions / organisations, using the B3 Maturity Model.

S.0 5.4 Develop a model to present good practices in a way that lessons learned can be actively searched and compared, to each region / organisation’s individual needs / situation.

Generic Objective 6

Support coaching of regions – cooperation between “pioneering regions” with successful operational models and “follower regions”.

SO 6.1 Facilitate coaching of at least 3 European regions, using the B3 Maturity Model.

SO 6.2 Seek the involvement of EIP on AHA References Sites in the coaching process.

Generic Objective 7

Raise awareness of availability and benefits of integrated care programmes, including disease / care management models with remote monitoring at regional level.

SO 7.1 Organise and participate to European, national and regional conferences, workshops, webinars and other events to raise the profile of integrated care in Europe.

SO 7.2 Publish articles, publications, newsletters and other dissemination materials to raise awareness about integrated care in Europe.


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Generic Objective 8

Share and pool expertise, knowledge and resources towards the common goal of large scale deployment of integrated care and chronic disease/care programmes in Europe.

SO 8.1 Seek the active contribution and participation of the members of the B3 Action group to surveys, Delphi process, focus groups and other means of data collection.

Generic Objective 9

Promote engagement and collaboration with other EU initiatives.

SO 9.1 Identify EU initiatives and projects of strategic relevance for the EIP on AHA.

SO 9.2 Align the activities of the EIP on AHA with other EU initiatives and projects, e.g. EIT Health, Silver Economy, etc.

SO 9.3 Seek the active contribution of the members of the B3 Action Group to other EU initiatives and projects.

SO 9.4 Share and disseminate the outcomes of collaborative activities through joint events with European / International Associations and B3 member organisations to promote integrated care and eHealth (e.g. EHTEL, ECHA, IFIC, etc).


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7. B3 Agile Methodology

Overview Building on the experience gained and lessons learned during the implementation of the first B3 Action Plan, the B3 Action Group has developed a new working methodology to support the identification, implementation and dissemination of its new Action Plan activities (sprints) during 2016-18.

Aim The B3 Action Group Agile Methodology will support the implementation of the new B3 Action Plan 2016-18. It will provide the mechanisms and procedures to ensure an effective and agile execution of the B3 Action Plan.

More specifically, the B3 Agile Methodology has the following objectives:

• Promote active participation of B3 members

• Provide transparency and collaboration opportunities

• Provide Value for B3 participants, regions and the European Commission.

• Ensure early decisions and amendments to the Action Plan

Figure 1: Agile Methodology for the B3 Action Group (inspired by Scale Agile Framework)


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Added Value The Methodology has been developed to provide added value to the work of the B3 Action Group in the following aspects:

a) More concrete, precise and flexible definition of the B3 work activities:

• Proposal of sprint activities • Voting of priorities for sprints • B3 members can volunteer to collaborate on activities that are of relevance /

interest to them, according to their available resources / capacity

b) Publications and recognition of B3 activities / deliverables • Credit is given to the team participants / collaborators • Ensures visibility of the results, impact and teams at EC level and in

publications

c) Access to more detailed results

• B3 members participating in sprints would have access to all results • External stakeholders only see release publications (with final high level

results), whereas people in sprint teams can see all intermediate results

Figure 2: Added Value for B3 participants


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Roles The B3 Agile Methodology requires defined roles for the different actors participating in the process:

B3 Co-ordination Group - has the main role of ensuring high-level coordination of the implementation of the B3 Action Plan, in line with the strategic priorities of the Action Group

Sprint Teams - have an operational role in charge of implementing specific pieces of work (Sprints). They include the Sprint Leader and Sprint Team Members

B3 Promoter – ensures that all B3 activities and results are widely disseminated B3 Support – provides administrative support to the B3 Action Group B3 Members – contribute to the delivery of B3 activities (Sprints) throughout

the lifespan of the Action Plan European Commission – supports the work of the B3 Action Group by ensuring

alignment with EC policy and strategic objectives

Figure 3: B3 Roles in Agile Process


B3 Action Plan 2016 – 18 – V0.5 23

Sprint process The B3 Sprint process involves 6 key steps, which will run from December to December each year, beginning in December 2015. The figure below illustrates the Agile process for short-term activities. To accommodate the inclusion of longer-term and / or more complex B3 sprint activities, the implementation phase for these sprints will be extended, with activities broken down into short-term, consecutive pieces of work, to comply with the agile process timelines. Also, it must be emphasised that although the timeline outlined below will be followed with respect to the new calls for proposals on an annual basis, B3 members will be able to submit proposals for new sprints at any time during the Action Plan lifecycle – this will ensure that opportunities for new activities which can add value to the work of the B3 Action Group are maximised.

Figure 4: B3 Action Plan Agile Process


B3 Action Plan 2016 – 18 – V0.5 24

Step 1: Launch the Call for Sprints

Timeline: January

Objective: The objective of this phase is to launch the invitation for sprint proposals.

The Call for the Sprints is announced on Yammer and other relevant EIP on AHA communication channels.

B3 members are asked to suggest activities for the coming year by completing the Sprint Proposal Forms, specifying the objectives, deliverables, impact and resources implications of the potential sprint. The forms will be collected by B3 Support for input to the voting process.

Roles of different stakeholders in Step 1:

B3 Co-ordination Group - Issue the Call for Sprints on Yammer - Agree on the contact person for the potential questions of B3 members

(content relevant questions) - Propose sprints that are aligned with the strategic plans of B3 and the EC

B3 Promoter - Disseminate the Call for Sprints - Collect and store the sprints’ forms - Ensure the sprint forms are filled correctly and no information is missing - Inform B3 Co-ordination Group about the progress

B3 Support - Support B3 Promoter with dissemination of the Call for Sprints - Collect and store the sprint forms - Ensure the sprint forms are filled correctly and no information is missing - Inform B3 Co-ordination Group about progress

B3 Members - Provide Sprint form filled with proposals

Expected outcome: Call for sprints is launched and sprint forms are collected.


B3 Action Plan 2016 – 18 – V0.5 25

Step 2: Evaluation of sprint forms and voting for the

sprints

Timeline: February

Objective: The objective of this phase is to evaluate the sprints collected in Step 1 and select sprints for implementation.

The individual sprints will be evaluated by B3 members on the basis of pre-defined criteria, using an online voting form.

The sprints that pass the evaluation threshold will be sent for final consideration by the B3 Co-ordination Group and representatives of the European Commission to make a final selection of sprints.


B3 Members - Review the proposed sprints - Vote online for each sprint, using pre-defined criteria - State their interest to contribute to the implementation of sprints, indicating

the type and level of resource that they can commit to it.

B3 Co-ordination Group - Reach the consensus on the selected sprints, in consultation with EC

representatives - Inform B3 members about the outcomes of the voting

B3 Promoter - Disseminate information on winning sprints across the EIP on AHA networks

B3 Support - Prepare the online form for voting - Process the voting results and inform the B3 Co-ordination group about the

outcomes of voting in an agreed format

Expected outcome: Sprints for year are selected.


B3 Action Plan 2016 – 18 – V0.5 26

Step 3: Announcement of the sprints and kick-off of

the sprint development

Timeline: March

Objective: The objective of this phase is to develop an implementation plan for each of the sprints selected in Step 2.

Each Sprint Leader is responsible for the definition of tasks, activities, deliverables and timeline for the delivery of their sprint.

A Sprint Team will be identified – i.e. from B3 members that indicated their interest in and resource commitment to the delivery of the sprint during the voting process.

A nominated B3 Co-ordinator will be assigned to each sprint to provide support and direction throughout the sprint lifecycle.

The B3 Co-ordinators and B3 Promoter will engage with B3 members to secure their inputs to the development of each Sprint Plan and their active participation in the sprint implementation process.


B3 Co-ordination Group and EC - Approve the final Sprint Plans - Send the approved Sprints to other AG for input and possible synergies

Nominated B3 Co-ordinator - Input into Sprint Plan to make sure the plan meet the objectives of the B3

Action Group and EIP on AHA - Suggest / assign B3 members who could support the delivery of the sprint

activities - Update the B3 Co-ordination Group about the progress of the sprint

development

Sprint Leader - Lead on the development of the Sprint Plan, including the identification of

timeline, deliverables, activities and responsible stakeholders. - Present their final Sprint Plan to B3 Co-ordination Group and EC

representatives


B3 Action Plan 2016 – 18 – V0.5 27

Sprint Team members - Contribute to the development of the Sprint Plan timeline, deliverables,

activities, according to their committed resources

B3 Promoter - Input to the development of Sprint Plans in terms of dissemination and

communication activities (planning of webinars, conferences and other dissemination activities)

B3 Support - Input to the development of Sprint Plans, in terms of administrative support

requirements for the execution of sprint activities and deliverables

Expected outcome: Development of Sprint Plans, clearly outlining timelines, deliverables, activities and responsible stakeholders, for all selected sprints.

Step 4: Sprint implementation

Timeline: April-June

Objective: The objective of this phase is to implement the Sprint Plans developed in Step 3.

The Sprint Leaders ensure the progress of their sprints according to the agreed plans.

The nominated B3 Co-ordinators ensure that the sprints are implemented in line with the objectives of the B3 Action Group and EIP on AHA. Day-to-day management of the sprint is supported by B3 Support and the B3 Promoter.


B3 Co-ordination Group and EC - Monitor overall progress of sprints -

Nominated B3 Co-ordinator - Monitor the progress of their assigned sprint plan - Liaise regularly with their nominated Sprint Leader to provide advice and

support, as required - Participate in sprint conference calls, as required - Update the B3 Co-ordination Group on progress of their assigned sprint during

monthly Co-ordination Group telecoms

Sprint Leader - Day-to-day management of the sprint - Ensure the delivery of the sprint according to the Sprint Plan


B3 Action Plan 2016 – 18 – V0.5 28

- Liaise with nominated B3 Co-ordinator regularly to report progress and address implementation issues, as they arise

Sprint Team members

- Implementation of their tasks of the sprint according to the Sprint Plan - Liaise with Sprint Leader and rest of the team regularly to report and align

progress, and address implementation issues, as they arise

B3 Promoter - Support Sprint Leaders in day-to-day management of their sprints - Dissemination of the interim sprint results as appropriate.

B3 Support - Assist with the organisation of meetings, conference calls - Taking minutes - Support the dissemination of the interim results

Expected outcome: Implementation of Sprint Plans.

Step 5: Consolidation of sprint deliverables

Timeline: September

Objective: The objective of this phase is to consolidate and finalise the deliverables and results of the sprints as a result of Step 4, including formatting and preparation for dissemination activities.


B3 Co-ordination Group and EC - Review and approve final sprint deliverables

Nominated B3 Co-ordinator - Provide advice on the consolidation of final deliverables - Update the B3 Co-ordination Group about the final deliverables of the sprint

Sprint Leader - Ensure all sprint deliverables are ready for final consolidation - Ensure the content and quality of deliverables - Ensure the authorship / involvement of all sprint members is clearly

visible/attributable

B3 Promoter


B3 Action Plan 2016 – 18 – V0.5 29

- Map the potential dissemination and communication activities for the sprint deliverables

- Suggest the appropriate format of the deliverables based on the expected dissemination and communication activities

B3 Support - Support with formatting of the sprint deliverables - Final quality assurance edit of the deliverables

Expected outcome: B3 Sprint deliverables and results are ready for dissemination.

Step 6: Dissemination of sprint deliverables

Timeline: October-mid December

Objective: The objective of this phase is to disseminate the final B3 sprint deliverables and results produced in Step 5.

Dissemination materials will be prepared along with the identified dissemination activities.


B3 Co-ordination Group and EC - Review and approve dissemination plans - Promote and support dissemination activities, wherever possible

Nominated B3 Co-ordinator - Participate in the dissemination process of the sprint deliverables

(conferences, webinars, etc.) - Approve the dissemination materials of the sprint. - Update the B3 Co-ordination Group about the progress of the dissemination

activities and impact achieved

Sprint Leader - Participate in the dissemination process of the sprint deliverables

(conferences, webinars, publications, etc.) - Support the B3 Promoter in the preparation of the dissemination materials

(presentations, newsletters, publications, etc.)

Sprint Team members - Participate in the dissemination process of the sprint deliverables

(conferences, webinars, publications, etc.)


B3 Action Plan 2016 – 18 – V0.5 30

B3 Promoter - Prepare dissemination materials - Disseminate the final sprint deliverables - Ensure implementation of dissemination and communication plan - Lead on the preparation of the dissemination activities (presentations,

invitations, announcements) - Prepare a paper for publication in a relevant journal for each sprint, ensuring

full authorship is attributed to all sprint team members - Monitor and report to B3 Co-ordination Group on impact of sprint

B3 Support - Support the dissemination of the final sprint deliverables - Provide technical support with the dissemination (e.g. organization of

webinars, etc) - Assist with the preparation of dissemination materials - Assist with the monitoring of impact of sprint

Expected outcome: The sprint deliverables are disseminated and their impact is monitored and reported.


B3 Action Plan 2016 – 18 – V0.5 31

8. Governance and Co-ordination

Governance overview All 6 EIP on AHA Action Groups have established their own working methods and governance, with the EC acting as a facilitator. There are three components to the B3 governance structure: the Action Group members, the Action Group Co-ordinators and the EC. This governance structure ensures timely implementation of the B3 AP and the incorporation of new AG members.

Guiding principles Overall, the rules of engagement between the parties are based on the following principles:

• Openness and partnership – common willingness of all partners to cooperate with other relevant partners.

Co-ordination – to ensure that the B3 Action Plan is implemented timeously and that the efforts of B3 members when contributing to B3 activities are used effectively and efficiently

• Active participation – contributing to the activities of the B3 Action Group, wherever possible and relevant; participation in the meetings of the Action Group

• Reporting – regular reporting from the Action Group's meetings, progress of actions and deliverables to be made public

• Evaluation – outcome of actions to be evaluated, and results made public

Role & responsibilities of B3 members • Implement the agreed Action Plan to the agreed standards and deadlines • Ensure the effective preparation and delivery of all AG products • Evaluate of AG performance and reporting on progress

Role & responsibilities of B3 Co-ordination Group Ensure that the views / input of B3 Action Group members are reflected in

the development and implementation of the Action Plan Implement the agreed Action Plan to the agreed standards and deadlines • Actively participate in AG Co-ordination Team meetings Coordinate the implementation of B3 commitment and sprint activities • Regular liaison with the EC facilitator on all AG related matters • Ensure the effective preparation and delivery of all AG products • Participate in EIP on AHA and B3 meetings and discussions • Take responsibility for the effective flow of information between AG

members and EC facilitator • Support evaluation of AG performance and reporting on progress


B3 Action Plan 2016 – 18 – V0.5 32

• Submit of the final results of the Action Plan based on data provided by all AG

Role & responsibilities of the European Commission • Representation of the B3 Action Group • Handling of external communication • Monitoring framework • Ensuring regular communication among partners • Taking responsibility for the effective flow of information and interactions

between AGs • Seeking opportunities to consolidate EIP on AHA


B3 Action Plan 2016 – 18 – V0.5 33

9. Evaluation In order to monitor the health and economic impact of B3 activities within EIP on AHA, the B3 Action Group will use the new Monitoring and Assessment Framework for EIP (MAFEIP), developed by DG-JRC IPTS during 2015. The associated MAFEIP online tool will be utilised, as appropriate, throughout the lifespan of B3 Action Plan to monitor the impact of the AG’s activities. The tool:

Can be applied to assess technologies even at an early stage of development; Uses methods conventionally used for informing 'decisions to buy' (demand-

side) into the development process of a new technology ('decision to invest'). By using MAFEIP, we can take on an 'investors perspective', which is particularly interesting for the EIP on AHA (and other policy initiatives) as:

The Partnership aims to identify and scale up innovations to improve AHA; It is still a 'young' policy initiative, with interventions at an early stage of

development; and The information available about respective technologies is typically scarce

and scattered. In this context, the MAFEIP tool will also be useful for assessing the potential of a new technologies, which in turn, may provide valuable information for:

The developer of a technology to decide upon further investment; and The EIP on AHA, to provide the right support for respective innovations so

that they can progress faster to the next stage of development.


B3 Action Plan 2016 – 18 – V0.5 34

Annexes

Annex 1: Glossary of key terms

Annex 2: B3 Sprint Proposal Form

Annex 3: List of B3 Action Group members


B3 Action Plan 2016 – 18 – V0.5 35

Annex 1. Glossary of key terms AAL Ambient Assisted Living CIP Competitiveness and Innovation Programme COPD Chronic Obstructive Pulmonary Disease CVD (CVS) Cardiovascular Disease (Cardiovascular) EC European Commission EEC European Economic Community EIP on AHA European Innovation Partnership on Active and Healthy Ageing EP European Parliament EU European Union FP7 Seventh Framework Programme GDP Gross Domestic Product HLY (HLYs) Healthy Life Years HTA Health Technology Assessment ICT Information and Communications Technology MS/MSs Member State(s) MSD Musculoskeletal Disease PSP Policy Support Programme R&D Research and Development SG Steering Group SIP Strategic Implementation Plan SME Small and Medium Enterprise UN United Nations WHO World Health Organisation YLD Years Lived with Disability

Additionally, the following definitions of terms will be used for the purposes of B3

Action Plan activities and for measurement of performance against SIP targets

(see Section 2.2. below):

Case Management: For the purposes of the first SIP target, the features of case

management4 are taken to include:

Regularly assess disease control, adherence, and self-management

status;

Either adjust treatment or communicate need to primary care

immediately.

Provide self-management support;

Provide more intense follow-up.

Provide navigation through the health care process.

4 (Source: Chart book created by the staff of: Improving Chronic Illness Care At Group Health’s MacColl Institute, Supported by The Robert Wood Johnson Foundation Grant # 48769).


B3 Action Plan 2016 – 18 – V0.5 36

Chronic Diseases and Conditions / Long Term Conditions: are defined by

the World Health Organization (WHO 2008) as those conditions requiring

“continuous management over a period of years or decades” and require co-

ordinated input from a wide range of health professionals. They include some

communicable diseases, such as the human immunodeficiency virus and the

acquired immunodeficiency syndrome (HIV / AIDS) that have been transformed

by advances in medical science from rapidly progressive fatal conditions into

controllable health problems, allowing those affected to live with them for many

years (Nolte E & McKee M, 2008).

The B3 Action Group understands Chronic Diseases to be heart disease,

diabetes and COPD and asthma and Chronic Conditions / Long Term Conditions

which comprise of the diseases listed above and a range of other chronic

conditions such as hypertension and osteoporosis, which require “ongoing

management over a period of years or decades”.

Integrated Care: The B3 Action Group interprets this as follows, in line with the

2008 WHO Definition: “The management and delivery of health services so that

citizens receive a continuum of preventive and curative services, according to

their needs over time and across different levels of the health system.”

This definition has been complemented by a range of authors, studies and

practice initiatives that consider social care systems and in particular the huge

contribution of informal carers as decisive elements in achieving integrated care.

Users with chronic conditions and long-term care needs are experiencing

shortcomings and gaps in particular at the interfaces within and between health

and social care delivery.

Kodner & Spreeuwenberg: 2002: [Integrated care] is a coherent set of methods

and models on the funding, administrative, organisational, service delivery and

clinical levels designed to create connectivity, alignment and collaboration within

and between the cure and care sectors.

This is why linkage, networking, co-ordination and integration across professional,

organisational and sectorial boundaries become decisive elements to realise

seamless care pathways, preventive approaches within long-term care and a

better quality of life for frail older people with long-term conditions and their

carers. In order to prevent avoidable hospital admissions they require multi-

professional support in different settings, ideally based on a mutually agreed

(single) geriatric assessment and care planning supported by case managers

who are able to facilitate communication and the information flow between

various stakeholders including patients / users, carers and professionals to

ensure that care is co-ordinated around their needs and aspirations.


B3 Action Plan 2016 – 18 – V0.5 37

The goal of these methods and models is to enhance quality of care and quality

of life, consumer satisfaction and system efficiency for patients / users with

complex, long-term problems cutting across multiple services, providers and

settings. The result of such multi-pronged efforts to promote integration for the

benefit of these special groups is called ‘integrated care’.

Region: The Action Group notes the definition of Region in the Assembly of

European Regions (AER Statutes). In principle the term "region" refers to a

territorial authority existing at the level immediately below that of the central

government, with its own political representation in the form of an elected

regional assembly. This term differs from country to country. Various synonyms

exist in Europe, independently of the level of competencies or autonomy.

For the EIP AHA B3 objectives, the term “region” will be applied to the landers,

states, non-sovereign countries, provinces, nations, counties, autonomous

communities, among others, if they have a political electoral regional assembly or

parliament.

Target population: Health and social care systems differ widely: while most

health systems are largely built around an acute, episodic model of care and

disease-specific programmes some systems have started to design more

comprehensive approaches to chronic care and long-term care in general. The

models to improve care for frail older people with long-term conditions are as

diverse as health and social care systems are different.

However for the purposes of achievement of the SIP target, the B3 Action Group

identifies the target population as: at least 10% of the population over 65 years

old within a region with a one or more long term conditions.


B3 Action Plan 2016 – 18 – V0.5 38

Annex 2. B3 Sprint Proposal Form

Name of the sprint proposal: Organisation name:

Country:

Region:

Contact details of the sprint proposer

Full Name: Job Title: Email address: Level of involvement in the sprint Please indicate (x) the level of involvement you, as sprint proposer, wish to have in the sprint by selecting one of the following options.

Sprint leader

Sprint implementation team member

No active involvement

Other (please define)

Relevance / alignment with B3 Action Plan priorities Please indicate the reference number(s) of the strategic objectives of the B3 Action Plan that the Sprint contributes to (please refer to the B3 Action Plan 2016-18 for the General and Specific Objectives table on Page 15).


B3 Action Plan 2016 – 18 – V0.5 39

Brief description of the sprint proposal (max 400 words) Please provide a brief description of the sprint covering ALL of the following:

Aspect of health and social care integration your sprint covers

A clear identification of the need that this sprint will address

General and specific objectives of the sprint

Target population

Expected outcomes / impact

Timeline and Resource implications (max 250 words) Please describe the timeline of the sprint activities (please indicate if the implementation phase requires to be extended beyond 3 months as required in


B3 Action Plan 2016 – 18 – V0.5 40

the standard agile process), expected human and financial resources identified. Please also indicate if resources:

Are already available

Have been requested

Not available

Other (please specify)

Image to represent or additional material Please insert any additional supportive documents/links for the sprint. Link to other European initiatives and projects (max 200 words) Please indicate if the sprint links to other EU initiatives and projects. If yes, please provide name and link to the initiative.


B3 Action Plan 2016 – 18 – V0.5 41

Annex 3. List of B3 Action Group members (2012-

2015)

Surname Name Organisation

Aarendonk Diederik European Forum for Primary Care

Alejo Beatriz Servicios de Teleasistencia S.A. (ST)

Almela Mariano

Operational Research Centre – Universidad Miguel

Hernández de Elche

Apelqvist Jan European Wound Management Association (EWMA)

Arredondo

Waldmeyer María Teresa

Life Supporting Technologies – Universidad Politecnica

de Madrid

Avolio Francesca Regional Healthcare Agency of Puglia

Bárbara Cristina Portuguese Directorate General of Health

Barbato Angelo ASL Roma A

BARRERA

NIETO ANGEL ADIPER SERVICIOS SOCIOSANITARIOS

Bellvis Porras Rafael Aura Andalucia, S.L.

Bengoa Rafael

Department of Health and Consumer Affairs of the

Basque Government

Białoszewski

Artur

Zygmunt

Medical University of Warsaw - Department of

Prevention of Environmental Hazards and Allergology

Bourquin Christian Région Languedoc Roussillon

Bousquet Jean Région Languedoc Roussillon

Bowden Richie SoMoMed Ltd t/a Assesspatients

Bowman-

Busato Jacqueline

European Platform for Patients’ Organisations, Science

and Industry

Boye Niels Klinisk Informatik

Bucci Francesco CSI-Piemonte (Consortium for Information Systems)

Bullot Camille Assembly of European Regions (AER)

CABRERA

LEON ANDRES ANDALUSIAN SCHOOL OF PUBLIC HEALTH

Cafforio Paola Sanofi

Carlsen

Karin C.

Lødrup University of Oslo

Carlsson Anders New Tools for Health

Caro-González Antonia University of Deusto

Cencetti Stefano Agenzia sanitaria e sociale regionale

Centonze Roberta Fondazione Democenter-Sipe

Comella Joan X. Vall d'Hebron Institute of Research

Crawford John IBM UK Limited

Dandi Roberto LUISS Guido Carli

Davidsen Esther Zealand Denmark

DE CAPITANI CRISTINA Lombardy Technological Cluster “Technologies For Life


B3 Action Plan 2016 – 18 – V0.5 42

Environments”

De Raeve Paul European Federation of Nurses Associations.

de Santos Joaquin Novartis

de Vries Sytske Dutch Associated Health Insurance Companies

DEDEU ANTONI DEPARTAMENT DE SALUT – GENERALITAT DE CATALUNYA

Denjoy Nicole COCIR

Farrell John Department of Health, Social Services and Public Safety

Farrell John Department of Health, Social Services and Public Safety

Fedele Francesco

Dip. Scienze Cardiovascolari, Resp., Nefr., Anest. e Ger.,

'Sapienza' University of Rome

Fernández

Miera

Manuel

Francisco

Consejería de Sanidad y Servicios Sociales de la

Comunidad Autónoma de Cantabria

Ferrer Lourdes International Foundation for Integrated Care

Fisk Malcolm Coventry University, Health Design Technology INstitute

Fitch Shane Lovexair Foundation

Font David Hospital Clínic Barcelona

Giepmans Paul European Health Management Association

Goetzke Wolfgang Health Region Cologne Bonn

Goncalves Hugo Culminatum Innovation Oy LtD

GRAFFIGNA GUENDALINA UNIVERSITA’ CATTOLICA DEL SACRO CUORE

Grindland

Gustafsson Tone Greater Stavanger Economic Development AS

Grindland

Gustafsson Tone Greater Stavanger Economic Development AS

Guldemond NIck Medical Delta

Iaccarino Guido

Italian Society of High Blood Pressure/School of

Medicine University of Salerno

Ibars Guerrero Victoria Senior Europa SL, comercial name Kveloce I+D+i

Kahr-Gottlieb Dorli European Health Forum Gastein (EHFG)

Kaye Rachelle Maccabi Institute for Health Services Resear

Kayser Lars University of Copenhagen

Kouroubali Angelina

Institute of Computer Science, Foundation for Research

& Technology-Hellas (FORTH)

Laffin Paul EUREGHA

Laguna Ana University of Alicante

Lange Marc EHTEL

Laucirica Javier IK4 Research Alliance

Leichsenring Kai

European Centre for Social Welfare Policy and

Research

Leifson

Ragni

MacQueen Centre of eHealth and Health Care Technology

LUPIÁÑEZ

RODRIGUEZ YOLANDA EVERIS SPAIN S.L.U

MacRury Sandra University of the Highlands and Islands

Malva João University of Coimbra

Manalt Nathan Ministry of Social Affairs of Baden-Württemberg

Martínez Jordi Catalan Health Institute


B3 Action Plan 2016 – 18 – V0.5 43

Maspons Ramon

Fundació Privada Parc de Salut de Sabadell (Short

name: Parc de Salut)

McCann Karen Belfast Metropolitan College

Molinari Giuseppe Telemedico S.r.l.

Monteagudo Jose Luis Institute of Health Carlos III

Moreno Teresa

Spanish Collaborating Centre of the Joanna Briggs

Institute (Nursing and Healthcare Research Unit)

Morsboel Alice Region North Denmark



MULEIRO

LÓPEZ IAGO EVERIS SLU

Munneke Marten Radboud University Nijmegen Medical Centre

Natale Lara CAMPANIA REGION HEALTH CARE AUTHORITY

Nikita Konstantina

Biomedical Simulation and Imaging Laboratory

(BIOSIM), National Technical University of Athens (NTUA)

Nobili Alessandro Istituto di Ricerche Farmacologiche Mario Negri

O'Connor Brian European Connected Health Alliance (ECHAlliance)

Olsson Marianne Landstinget Sörmland

Orheim Anette Medicon Village

Ornstein Katharina Region Skåne/Skåne County Council

Orozco-Beltrán Domingo Agencia Valenciana de Salud

Palacios-

Sanchez

Maria-

Angeles

Consejería de Sanidad y Política Social, Región de

Murcia, España/Department of Health and Social Po

PD Dr. med.

habil. Pöthig Dagmar

Europäische Vereinigung für Vitalität und Aktives Altern

eVAA e.V.

Piras Enrico Fondazione Bruno Kessler (FBK)

Portheine Peter Coöperatie Slimmer Leven 2020

Prieto

Rodríguez

María

Ángeles ANDALUSIAN SCHOOL OF PUBLIC HEALTH

Pugh Dafydd CORAL

Queiroz e

Melo João Católica Porto

QUINTANA JOSE MARIA OSAKIDETZA.HOSPITAL GALDAKAO-USANSOLO

Quintana Marcel i2CAT Foundation

Reategui Beverlea Older People's Commissioner for Wales

Redón Josep University of Valencia. (UVEG)

Rentoumis Anastasios Municipality of Palaio Faliro

Ribas Ripoll Vicent Barcelona Digital Technology Centre

Ribeiro Rogério APDP - Portuguese Diabetes Association

Riccio Maria University of Sannio

Robinson Samantha NHS Yorkshire and the Humber

ROCA JOSEP Hospital Clinic - IDIBAPS

RODRIGUEZ

MAÑAS LEOCADIO SERMAS-HOSPITAL UNIVERSITARIO DE GETAFE

Rosel Onde Luis ASOCIACIÓN BIO-MED ARAGÓN (BMA)

Rosenmoller Magdalene IESE Business School


B3 Action Plan 2016 – 18 – V0.5 44

Rossi Mori Angelo

Consiglio Nazionale delle Ricerche, Istituto Tecnologie

Biomediche, e-health Unit

Royere Emilie Eurobiomed

Ruiz Morilla Maria Dolors Mútua Terrassa

Rupprecht Christoph AOK Rheinland/Hamburg Die Gesundheitskasse

Saccavini Claudio

Arsenàl.IT - Veneto's Research Centre for eHealth

Innovation

Sachinopoulou Anna Centre for Health and Technology, University of Oulu

salerno dominga to asl3 regione piemonte italy

Samoliński Bolesław Medical University of Warsaw

Scalvini Simonetta IRCCS, Salvatore Maugeri Foundatio

Schönenberg Lisa European Social Network

Shani Mordecai Gertner Institute

Shaw Alison Liverpool Community Health NHS Trust

Simonsen Peter Region Syddanmark (Region of Southern Denmark)

Soares António Universidade do Porto

Somekh David European Health Futures Forum

Spinosa Tiziana Agenzia Sanitaria Regionale - ARSan

Stana

Kleinschek Karin Univerza v Mariboru

Tidmarsh Anne Kent County Council

Trimarco Bruno FEDERICO II UNIVERSITY

Tsartsara Stella South East Europe Healthcare

Valdivieso Bernardo Departamento de Salud Valencia-La Fe

Van

Genabeek Joost TNO

Vasankari Tuula Filha (Finnish Lung Health Association)

Vázquez María Luisa Consorci de Salut i Social de Catalunya

Vokó Zoltán Syreon Research Institute

Voljč Božidar EMONICUM Institute

Vollenbroek Miriam CCTR

Vontetsianos Theodore e-Health Unit, "Sotiria" Hospital, 1st RHA of Attica

Vos

Jooske

Marijke

EPSO ( European PEPSO (European Partnership for

Supervisory Organisations in Health Services and SC)

Wells

Christopher J

D. European Federation of IASP® Chapters (EFIC®)

Westerteicher Christoph Philips Healthcare

Westwood Justine NHSScotland, co-ordinated by NHS 24

Yorgancıoglu Arzu GARD Turkey

Zanon Claudio

ARESS Piemonte - Regional Agency for Healthcare

Services

Zocchetti Carlo Regione Lombardia

Documents

B3 ACTION PLAN 2016-18 - European Commission · B3 Action Plan EIP EIP on AHA 2016-2018 B3 Action Plan 2016 – 18 – V0.5 3