Methods and tools for implementation of cell based therapies in public care
Reference number | |
Coordinator | Karolinska Universitetssjukhuset - Innovationsplatsen, Huddinge |
Funding from Vinnova | SEK 9 776 773 |
Project duration | August 2012 - November 2014 |
Status | Completed |
Venture | Challenge-driven innovation - Phase 2 Collaboration |
Call | Challenge-driven innovation - Stage 2 Collaboration (2012) |
Important results from the project
The purpose of the project has to a large extent been fulfilled such that novel products and processes have been developed in close collaboration between industry, academia and healthcare. Obstacles for development of cell therapies have been identified and addressed through mapping of care flows, regulatory standards and development of a cell therapy guide. Through direct involvement in clinical trials the project has contributed to speeding up the implementation of cell therapy as a standard of care.
Expected long term effects
The project has contributed to increasing the number of collaborations between industry, academia and healthcare. The project delivers products and services which are effective and suited to the real needs of the healthcare for production, delivery and treatment. The cell therapy guide supports increased quality, savings of time and resources for the `idea to approval´ of clinical cell therapy trials. The developed health economy prediction model makes it possible to estimate the future benefit of novel cell therapies.
Approach and implementation
The project was divided into three work packages focusing on specific challenges specific to cell therapy. All work packages has been driven in parallel throughout the project and has reported status to a common project steering committee. The steering committee has overseen timelines, adherence to plans and resources, while the individual sub-project has taken care of the daily operations, interaction within their specific organizations and problem solving, a set up that we believe has been working well.