IV.A.3. Monitoring team created

Estimated Execution Time

1 week

Objective

Establish the Monitoring Team with clear governance, roles, and procedures to enable independent, transparent, and consistent oversight of supplier performance throughout the PCP and PPI process.

Who is Involved

MT Members (with voting rights):

Lead Procurer – leads the Monitoring Team, coordinates decision making, ensures governance compliance, and may hold a quality vote when participation is equal among procurers, as defined in the governance rules.
Buyer Representatives – represent participating procurers in monitoring and evaluation decisions, with voting rights adjusted in line with agreed governance rules and the level of participation in the PCP and PPI.

Advisors (non-voting experts, may vary by phase):

Innovation Department: provides expertise on innovation processes and R&D methodologies and supports alignment with innovation objectives.
Healthcare Professionals: provide clinical and operational input to ensure relevance and safety.
Clinical Experts / End Users: validate usability, workflow integration, and practical feasibility in real-world settings.
Procurement Office: advises on EU innovation procurement compliance and PCP and PPI procedural requirements.
Technical and IT Department: supports technical integration, interoperability, system architecture, and pilot implementation feasibility.
Legal and IPR Advisor: provides specialised legal expertise on contract compliance, intellectual property rights, and regulatory frameworks.
Finance and Administrative Department: supports financial compliance, budget allocation, payment milestones, and resource management.
Specialist Support: offers domain specific expertise tailored to the challenge requirements and proposed solutions.

Example Operational Roles (may be assigned within MT as needed):

Secretariat – manages documentation, meetings, administrative tasks, and maintains audit trails.
Rapporteur – prepares evaluation reports, assessments, and formal recommendations.
Clinical Point of Contact – liaises with clinical teams, end-users, and healthcare stakeholders.
Contractor Liaison – maintains formal, traceable communication with awarded suppliers.

Activities / Tasks

IV.A.3.1. MT composition and governance structure

Establish MT governance by defining roles, responsibilities, and decision-making procedures, including voting mechanisms, quorum rules, escalation, and substitution, ensuring transparent, documented, traceable processes and continuity across all PCP and PPI phases, and ensuring equal opportunities across all participating procurers.
Ensure compliance with EU and national procurement rules, prevent conflicts of interest, maintain impartiality and confidentiality of supplier information, and ensure neutral, transparent and non-discriminatory communication.

IV.A.3.2. Develop monitoring frameworks and procedures

Define phase specific monitoring schedules, for example monthly reviews and phase end assessments.
Establish reporting requirements for contractors, including responsible roles, approval steps, response deadlines, and communication channels for Q&A management.
Develop standardised templates for contractor reports, technical, financial, and performance, and MT evaluation templates, individual assessments and consensus-based evaluations.
In a PCPC, elaborate verification procedures for prototypes, Phase 2, and validation procedures for pilots, Phase 3, aligned with project objectives and award criteria as defined in the tender. Make a differentiation between satisfactory completion and successful completion of a Phase. Satisfactory completion means that the work was done in a satisfactory manner, wherefore the supplier qualifies for payment. Successful completion means that the expected performance/functionality requirements were achieved, wherefore the supplier qualifies to bid for a contract for the next Phase.

IV.A.3.3. Set up operational infrastructure

Set up a shared workspace for all reports, evaluations, and evidence materials.
Provide onboarding or refresher training sessions to ensure consistent understanding of PCP and PPI rules and evaluation standards.

Tips / Common Pitfalls

✅ Ensure MT representatives acquire in depth knowledge of the challenge brief. Provide comprehensive onboarding that covers project objectives, challenge requirements, and expected solutions. Provide training on the procedure.

✅ Select MT representatives who demonstrate openness to expert input. They should actively seek, accept, and discuss advisor suggestions with a collaborative mindset.

✅ Set agreed timelines across teams. Include agreed dates with all stakeholders, administrative, technical, advisors, in the governance rules for the delivery of intermediate reports.

✅ Foster continuity and institutional memory across phases. Include some experts involved in earlier stages, for example tender writing and evaluation.

✅ Use standardised tools from the start. Implement dashboards, issue logs, and meeting agendas to facilitate consistent tracking and reporting.

✅ Establish clear confidentiality protocols. Ensure all MT members understand and comply with confidentiality requirements regarding supplier information.

❌ Allowing experts to comment beyond their expertise. Each evaluator should provide opinions only within their specific domain.

Outcome / Deliverables

MT governance and monitoring framework (including roles, responsibilities, decision-making procedures, voting rules, escalation and substitution procedures, phase-specific monitoring schedule, and standardized templates for contractor reports and MT evaluations)
Verification procedures for prototypes (Phase 2) and validation procedures for pilots (Phase 3)
Shared workspace with organized documentation repository

Resources

EAFIP Toolkit – Module 2; Chapter 2; Section 2.10: Monitoring & evaluating contract performance

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