digital hospitals market report norway 20151222
TRANSCRIPT
Understanding the market opportunities in the hospitalhealthcare sector in Norway
December 22nd 2015
Introduction
bull FinPro ry is running a growth program called Digital Hospitals for Finnish companies offering health technology to the hospital sector
bull The Digital Hospitals export program is designed for Finnish companies working with medical technology that improves the quality of care
bull The companies participating in the program can enter international markets in this case Norway as a larger group with the help of the program
bull Oslo Medtech has developed this report together with Fintra to prepare the Finnish companies to enter the Norwegian health care market
2
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
3
Management Summary
bull The National hospital plan for the years 2016-2019 has just been published and outlines the visions and upcoming focus areas in the healthcare sector in Norway Many of the topics raised by the ministry of health represent major business opportunities for Finnish companies providing services and solutions to this sector These include
ndash Large hospital projects both new hospitals and renovation of old ones as their roles change
ndash Emergency medical services concentrated in fewer hospitals increasing the demands on first response in the field Opportunities for providers of communication and IT systems equipment for ambulance and helicopters
ndash Cardiac care cancer muscular-skeletal diseases as clinical focus areas Opportunities for diagnostics treatment remote monitoring and care
ndash Mental health and substance abuse as a new focus Opportunities for care providers remote consultation
ndash Patients role in their own treatment processes is increasing Opportunities in e-health m-health
ndash Increased emphasis on quality and efficiency implementing systems for measuring the quality and new management processes Opportunities in health IT consulting
ndash Telemedicine and home care especially in the less densely populated northern areas Opportunities for m-health remote monitoring
4
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
5
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Introduction
bull FinPro ry is running a growth program called Digital Hospitals for Finnish companies offering health technology to the hospital sector
bull The Digital Hospitals export program is designed for Finnish companies working with medical technology that improves the quality of care
bull The companies participating in the program can enter international markets in this case Norway as a larger group with the help of the program
bull Oslo Medtech has developed this report together with Fintra to prepare the Finnish companies to enter the Norwegian health care market
2
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
3
Management Summary
bull The National hospital plan for the years 2016-2019 has just been published and outlines the visions and upcoming focus areas in the healthcare sector in Norway Many of the topics raised by the ministry of health represent major business opportunities for Finnish companies providing services and solutions to this sector These include
ndash Large hospital projects both new hospitals and renovation of old ones as their roles change
ndash Emergency medical services concentrated in fewer hospitals increasing the demands on first response in the field Opportunities for providers of communication and IT systems equipment for ambulance and helicopters
ndash Cardiac care cancer muscular-skeletal diseases as clinical focus areas Opportunities for diagnostics treatment remote monitoring and care
ndash Mental health and substance abuse as a new focus Opportunities for care providers remote consultation
ndash Patients role in their own treatment processes is increasing Opportunities in e-health m-health
ndash Increased emphasis on quality and efficiency implementing systems for measuring the quality and new management processes Opportunities in health IT consulting
ndash Telemedicine and home care especially in the less densely populated northern areas Opportunities for m-health remote monitoring
4
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
5
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
3
Management Summary
bull The National hospital plan for the years 2016-2019 has just been published and outlines the visions and upcoming focus areas in the healthcare sector in Norway Many of the topics raised by the ministry of health represent major business opportunities for Finnish companies providing services and solutions to this sector These include
ndash Large hospital projects both new hospitals and renovation of old ones as their roles change
ndash Emergency medical services concentrated in fewer hospitals increasing the demands on first response in the field Opportunities for providers of communication and IT systems equipment for ambulance and helicopters
ndash Cardiac care cancer muscular-skeletal diseases as clinical focus areas Opportunities for diagnostics treatment remote monitoring and care
ndash Mental health and substance abuse as a new focus Opportunities for care providers remote consultation
ndash Patients role in their own treatment processes is increasing Opportunities in e-health m-health
ndash Increased emphasis on quality and efficiency implementing systems for measuring the quality and new management processes Opportunities in health IT consulting
ndash Telemedicine and home care especially in the less densely populated northern areas Opportunities for m-health remote monitoring
4
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
5
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Management Summary
bull The National hospital plan for the years 2016-2019 has just been published and outlines the visions and upcoming focus areas in the healthcare sector in Norway Many of the topics raised by the ministry of health represent major business opportunities for Finnish companies providing services and solutions to this sector These include
ndash Large hospital projects both new hospitals and renovation of old ones as their roles change
ndash Emergency medical services concentrated in fewer hospitals increasing the demands on first response in the field Opportunities for providers of communication and IT systems equipment for ambulance and helicopters
ndash Cardiac care cancer muscular-skeletal diseases as clinical focus areas Opportunities for diagnostics treatment remote monitoring and care
ndash Mental health and substance abuse as a new focus Opportunities for care providers remote consultation
ndash Patients role in their own treatment processes is increasing Opportunities in e-health m-health
ndash Increased emphasis on quality and efficiency implementing systems for measuring the quality and new management processes Opportunities in health IT consulting
ndash Telemedicine and home care especially in the less densely populated northern areas Opportunities for m-health remote monitoring
4
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
5
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
5
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Introduction to the report
bull Introduction to Norwegian Health carendash High level description of the health care governancendash The focus areas for the coming years
bull Demand for Health Technologyndash The strategy outlined by the government for the period 2016-2019
bull Ongoing and planned projectsndash A high level summary of the ongoing- and projects in planning phase
bull Vendor structurendash Description of the medical products industry in Norway
bull Procurement processesndash Future strategy for health care procurement
bull Go-to-market modelndash Services and markets partners needed entering a new international market
bull Appendixndash References to ongoing projectsndash List of reports and data sourcesndash Authorsndash Disclaimer
6
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
7
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Governance structure
8
Parlament
Government
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
PrivatHospitalPrivat
Hospital
PrivatSpescialistPrivat
SpescialistCorporate governanceAgreement
Ministry
Norwegian Directorate of health
Norwegian Institute of public health
Norwegian Board of Health Supervision
The Norwegian Radiation Protection Authority (NRPA)
Norwegian Medicine Agency
Norwegian System of Patient Injury Compensation (NPE)
Regional health Authority (RHF)
Governance of the hospitals is organized in a Health Care Corporate Structure with four regional authorities Each of them are organized in a number of HFs The HFs are managing a number of hospitals
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Health regions plans and strategies
bull Health North has population responsibility for about 480 000 inhabitants
ndash of Finnmark Troms Nordland Norway and Svalbard with health authorities Find mark hospital University Hospital of North Norway Nordlandsykehuset Helgeland hospital and hospital pharmacies North
bull Health Midst has population responsibility for about 700 000 inhabitants
ndash Moslashre og Romsdal and the South and Nord-Troslashndelag with health authorities Health Moslashre and Romsdal St Olavs Hospital Nord-Troslashndelag Health and hospital pharmacies in Central Norway
bull Health West has responsibility for the population about 11 million inhabitants
ndash for Rogaland Hordland and Sogn og Fjordane with health authorities Health Port Augusta health Health Bergen Stavanger and Drifts Health Hospital pharmacy West
bull Health South-East has responsibility for the RHF population approximately 29 million inhabitant for
ndash Oslashstfold Akershus Oslo Oppland Hedmark Buskerud Telemark Aust-Agder and Vest-Agder with health authorities Akershus University Hospital Oslo University Hospital Sunnaas hospital Hospital Vestfold Hospital the hospital Inland Telemark Oslashstfold Hospital southern Norway hospital West Bay Hospital pharmacies and hospitals partner
bull The regional health authorities working out each year economic long term plan and budgets for the coming 4-5-year period based on national and regional guidance and input from health authorities
bull Economic long term plans
9
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National shared services for the health care regions
Since 2002 the regional health authorities established
several jointly owned companies and enterprises for
solving challenges across regions
bull Air ambulance service
bull Patient travel
bull Operating organization for emergency network
bull National ICT is a health authority for strategic
cooperation in the ICT area in the specialist health
service It was established in January 2014 and is owned
by the regional health authorities The regional health
authorities will continue the efforts to consolidate and
standardize regional ICT systems coordinate measures
with the other actors in the health sector help in the
development of national ICT solutions and support
Healths regulatory role in the ICT field
bull Sykehusbygg was established 2014 to ensure better
coordination of facilities They have responsibility for
analysis systematization and dissemination of expertise
and experiences as well as to offer consulting and
Builder features by implementation of hospital projects
This will ensure a greater degree of standardization in
the new hospitals The Government will investigate how
hospitals will be developed building on HF with the aim
of an overall responsibility for the construction and
operation of health building
bull Purchase service (HINAS) is the purchase company for
the regional health authorities established in 2003
HINAS coordinates the national purchase agreements for
health authorities in Norway The goal is to create gains
for the hospitals Drug purchase cooperation (LIS) was
established as a joint purchase scheme for the countrys
hospitals already in 1995 The purpose is to do the
groundwork for deals for the purchase and delivery of
pharmaceuticals and other pharmacies items by missions
from the health authority
10
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Strategy documents and how they relate
National Budget 2016-gt
Regional Health Care Investment PlansExisting and new
Long term health care strategy ndashgt 2021
National hospital plan 2016-2019
11
Two processes has lead to two strategy documents for the future health care The proposed actions will be financed through the annual national budgetThe regions will develop and execute the implementation
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National health care- and hospital plan 2016-2019
bull The national health and hospital plan applies for the period
2016-2019 but describes and discusses the developments
leading up to 2040
bull In this plan period the Government will
ndash create the patients health service
ndash prioritize mental health and promotion within the substance
abuse treatment
ndash renew simplify and improve the services
ndash Enough health care professionals with the appropriate
competence
ndash strength quality and patient safety and set clear
requirements for hospitals
ndash better collaboration and cooperation between the hospitals
ndash strengthen emergency medical services outside the hospital
httpswwwregjeringennonodokumentermeld-st-11-20152016id246204712
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Demographic change in Norway is similar to the development in the western world
13
No of persons
Registered Prognosis
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
The number of patients distributed on selected diagnoses and age
14
Source
Cardiovascular Cancer Muscle and skeleton Respiration
No
of
pat
ien
ts
Age
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
15
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Challenges in Norwegian health care
bull We become older This will have great significance for health services when
70+ year-olds use twice as much healthcare services as the 40-year-olds
bull The population of the major cities increases Young people and immigrants
settle in the largest cities The pressure on health services in the cities due to
more elderly people more migrants and more immigrants
bull District challenges are related to the increase in the number of elderly people
bull It is especially the offering to the patients in the largest disease groups that
will be under pressure Disease increases with age and these disease groups
include largely elderly patients who often also have multiple diagnoses
bull The demographic changes will increase the need for years of work with 27
percent up to 2030 and with 40 percent up to 2040
bull Resource needs are not affected significantly by changes in assumptions about
immigration life expectancy and health status of the elderly
bull Productivity growth and better standard of services are factors that particularly
affect the resource requirement To meet the challenges it is necessary to
both increase resources and to speed up restructuring in the health services
16
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Medical Development
bull Medical research and innovation brings forward new treatment possibilities drugs and medical supplies on a large scale and high tempo
bull The treatment methods are more efficient and many more can be treated also in older age
bull Many new therapies require advanced and expensive equipment and multidisciplinary highly specialized teams of professionals
bull But we will also see a development where the equipment gets less complex and more mobile
bull Many studies and treatments can be performed closer to the patient - in a small hospital and local medical centers or in patientrsquos own home
17
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Main Goals for the period 2016-2019
1 Strengthen the patients role
2 Prioritize the service offer within the mental health and substance abuse treatment
3 Refresh simplify and improve the system
4 Enough health care providers with the right skills
5 Better quality of service and patient safety
6 Better collaboration (task distribution) and cooperation between hospitals
7 Strengthen emergency medical services outside the hospital
18
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
1 Strengthen the patients role
bull The Government will
ndash evaluate and extend the arrangement of patient selection of free
treatment options
ndash introduce ldquopackage processesrdquo (standardized process) for
multiple diseases first for stroke mental illness and addiction
ndash carry out the system of ldquocontact doctorrdquo and ldquocoordinatorsrdquo to
seriously ill patients
ndash Take patients actively into the restructuring and planning of new
patient flow
ndash establish a Youth Council to all hospitals
ndash increase the use of the lessons-learned skills in the service
including through systematic testing of experience consultants
ndash put forward a plan for escalation habilitation and rehabilitation
ndash continue the work of developing quality assured health
information and digital solutions for communication with the
specialists
ndash continue the work to develop and make use of high quality
collaboration tools and publish these on helsenorgeno19
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
1 The new role of the patient
The patient role is changing Users of the health service expects both better quality and increased influence
If the possibilities for their own effort and interaction be exploited in partnership with health service it can lead to better health less need for attendance at the hospital and fewer hospitalizations
bull Greater freedom of choice
ndash With free treatment choices more private treatment places will treat patients at the States expense also private businesses without prior agreement with the regional health authority
bull Extension of the scheme with Packet processes (standardized process)
ndash The goal of the package of events for cancer is to contribute to rapid diagnosis and treatment without waiting time that is not medically justified
ndash In 2015 28 package processes was introduced for cancer after the Danish model The Government will also facilitate to establish package sequence for mental health services and substance abuse treatment
bull Patient Coordinator (contact doctor)
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease More and more patients expect to communicate digitally with the specialist
bull Patient involvement
ndash In the future health service patients and relatives will participate more in the prevention and treatment of own disease
ndash The development of new digital solutions that support active participation will lead to major changes in the health service We have only seen the beginning
bull Volunteer
ndash Volunteers are an important complement to the staff at the hospitals Some hospitals have hired hospital hosts to help patients and family members to orient themselves in the hospital
bull The patients health service for immigrants
20
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
2 Prioritize the offer within the mental health and substance abuse treatment
bull The Government will
ndash give priority to mental health and interdisciplinary specialized substance abuse treatment
ndash to facilitate that mental and somatic health care is better coordinated in future health service
ndash assess the need for specialization collaboration in network between the regional psychiatric centers and between children and youth psychiatric centers
ndash continue the change process to improve emergency services by regional psychiatric centers
ndash introduce the standardized processes for mental health
ndash introducing standardized processes for addicts
ndash Follow up the plan for substance abuse from 2015
ndash establish a national quality register for interdisciplinary specialized substance abuse treatment
21
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
2 Specialist health services to people with mental illness and addiction
bull E-health and mental health care
ndash Modern information and communication technologies provide opportunities for new forms of interaction with the user
ndash More use of e-health and ICT will lead to major changes in the ways of working and can provide better availability service and resource exploitation in the future mental health policy
22
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
3 Refresh simplify and improve
bull The Government will
ndash introduce measures across health organizations to take advantage of free capacity
ndash strengthening interaction with private service providers
ndash facilitate ldquotask sharingrdquo between health care professionals where appropriate to reduce bottlenecks and improve the quality
ndash continue the work with the ICT solutions that support improved working processes and patient flow
ndash establish a national program for clinical treatment research between the four regional health authorities
23
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
3 Refresh simplify and improve
bull A forward-thinking service must adapt to the medical
technological developments the new patient role
and changes in demographics and disease picture It
is necessary with improvements in organization
culture and management
bull Shorter wait times
ndash Wait times in the specialist health service has
become shorter in recent years Yet there are still
too many patients who wait unnecessarily long
bull Quick and efficient diagnosis
ndash The Diagnostics will probably change a lot over
the next 10-15 years To some extent it will
required more specialized equipment and
expertise so that the patient needs to be looked
into by larger hospitals But the equipment will
also be smaller and more mobile so that
diagnosis can decentralized Part of the
diagnostic work can happen in the ambulance on
the way to the hospital
bull Less unwarranted variation-the standardization of
patient progression
bull New work processes
ndash Developments in modern technology and ICT
make it possible to deliver specialist health
services in ever new ways and to help the
patients dont have travel to hospital
burdensome
bull Better staff planning at the hospitals
ndash Labor costs make up between 65-70 percent of the operating costs in the specialist health service
bull New task sharing between health professionals
24
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
3 Refresh simplify and improve
bull The digitization of the specialist health care
ndash Technological opportunities be exploited not yet good enough Specialist health service are now working together with the municipalities health services and other actors on how the vision of one citizen-one journal can be realized
ndash One citizen-one journal describes a vision in which health professionals who participate in patient care access to all the necessary and up-to-date information regardless of where the patient is located
bull Stronger national management
ndash The Directorate of e-health to be established from 1 January 2016 to strengthen the regulatory role of the eHealth
ndash To strengthen cooperation and the implementation of ICT projects of common interest a national ICT organization was established in January 2014 as part of the efforts to establish national portfolio of plans for e-health
25
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
4 Enough health care providers with the right skills
bull The Government will
ndash implement the new model for education of the physician specialists based on todays professional development the modern physician role and effective education
ndash establish a new physician specialty geared towards the emergency departments
ndash review educational offers and consider offers of clinical Advanced Nursing geared towards needs in hospitals
ndash improve knowledge of the personnel and skills needed in the future specialist health service as the basis to meet the needs for health care professionals
ndash strengthen health services impact on the programs undertaken and ensure better correspondence between the education content students end expertise and health services needs
ndash that the new national staffing model developed by the regional health authority is taken into use for strategic planning of personnel and expertise needs locally and regionally
ndash ask health authorities to strengthen their work on personnel planning recruitment and skills development to meet the hospitals needs
ndash stimulate flexible skills development in hospitals including through e-learning and simulator training
26
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
5 Better quality and patient safety
The Government will
bull continue the work to develop important and relevant measure of quality and patient safety in hospitals
bull introduce national quality requirements for treatment facilities and national approval of regional management services
bull introduce a system of quality certification of the hospitals and investigate what kind of certification scheme will create the most value
bull establish a national network for revision of the hospitals
27
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
5 Quality patient safety and quality management
bull Variety in quality
bull Better data for quality management at all levels
bull Stronger national management where necessary national quality requirements for treatment services in hospitals
bull National system for the introduction of new methods in the specialist health service
bull Certification of hospital
28
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
6 Better task sharing and cooperation
between hospitalsbull The Government will propose the following categorization of the hospital to clarify the responsibilities and
make use of health services more unified
ndash Regional hospital one hospital in each health region that is designated as the main hospital The four
regional hospitals are the University Hospital of North Norway St Olavs Hospital Haukeland University
Hospital and Oslo University Hospital These hospitals will have the largest supply of regional features and
national treatment services in the health region
ndash The term large emergency hospitals are hospitals covering more than 60-80 000 inhabitants and which
have wide emergency services with acute surgery and several medical specialties
ndash The term emergency hospital is used for hospitals that have at least acute feature of internal medicine an
anesthesiologist in emergency service and scheduled for surgery The hospital may have emergency surgery
if the geography and settlement pattern the distance between hospitals access to car boat and air
ambulance services and weather conditions make it necessary
ndash The term hospitals without emergency functions are used on hospital with scheduled treatments only
29
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
7 Strengthen emergency medical services outside the hospital
bull The Government will
ndash that the assessments of the changed collaboration between the hospitals
should include pre-hospital services and ensure that these have the
necessary capacity and expertise
ndash that capacity and base structure for the air ambulance service in the health
region shall be reviewed in the light of the guidance set out in the national
health and hospital plan and Emergency Committees final report
ndash that the cooperation agreements between the health authority and the
municipalities are to be developed and detailed so that they can act as a
common planning tool for emergency medical services
ndash strengthening the competence of analysis research and development
work in emergency medicine by establishing a trade network based on
existing expertise
ndash establish several national guidelines guides and standards on the
emergency medical area
ndash instituting national pilot projects for education at the bachelors level for
ambulance personnel
30
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
7 Strengthen emergency medical services
outside the hospital ndash principles
bull The Government will add the following principles for better task sharing and cooperation
between hospitals
ndash It should still be a decentralized and differentiated hospital structure in Norway A backbone
of acute hospitals is necessary to ensure emergency and urgent help
ndash Functions to be centralized when it is necessary for the sake of quality but at the same time
decentralized when possible
ndash to give the widest possible services with good quality for the community
ndash For patients with needs for more specialized acute services as a general rule the treatment
will happen at a big acute hospital This means that over time fewer hospitals than today
will have emergency surgery Recommended lower limit for the capture area for emergency
surgery in the 60-80 000 inhabitants is one of several guiding principles in this assessment
Factors such as geography and settlement pattern the distance between hospitals access
to the car- boat and air ambulance services and weather conditions shall also be attributed
with great weight
ndash Other acute hospitals are to treat patients with common conditions that need immediate
assistance in hospitals
31
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
7 Strengthen emergency medical services
outside the hospital ndash principles
ndash Significant change in task sharing between the hospitals need to be clarified in the local processes in which
the municipalities also should be heard
ndash A separate quality assurance system for health enterprises work on the development plans should be
created in the form of a supervisor to support the changes in the business is in line with national guidance
and to ensure that it is properly carried out in local processes
ndash There are demands for binding network between hospital and health authority in health regions These
networks will ensure the appropriate task distribution
ndash Hospital structure and ambulance services must be seen in context Changed task distribution must be
accompanied by the necessary strengthening of the ambulance service
ndash Decentralized specialist health services possibly co-located with municipal health care services should be
further developed in order to provide good services in the near environment and overall patient flow
32
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Annual results and investments in the health care regions
33
Good financial governance provides room for prioritiesThe regional health authorities have the responsibility to provide the necessary specialist health services within the given financial framework This involves a comprehensive responsibility to see the resources for the operation and investment in context
The control system means that the health authorities have the responsibility to prioritize investment in buildings equipment or maintenance against the other operation To be able to make good priorities it is critical that health authorities have good management and control of resource use
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Privates role in future specialist health service
bull The Ministry of health and care services has for 2015 set requirement that the regional health enterprises increase the scope of acquisitions from private providers within the confines of the somatic disciplines within the adopted strategies
bull The regional health authorities is also asked to consider specific acquisitions from private within the three somatic disciplines that have the longest waiting lists in the region and for services where there are persistent bottlenecks in health authorities
34
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Long term health care strategy ndashgt 2021
Strategy Action plan
35
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
The 10 strategic initiatives of the HealthampCare21 process are
bull Increased user involvement
bull The health care industry as an industrial policy priority
bull Knowledge mobilization for the municipalities
bull Health data as a national comparative advantage
bull Improved clinical interventions
bull Efficient and effective services
bull Meeting global health challenges
bull Increased high-quality internationalization
bull Development of human resources
bull Strategic and evidence-informed governance and management
36
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Action plan
37
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Action plan area 7 and 10
bull 7 = Better clinical treatment
ndash Establish a joint program for clinical treatment research in specialist health care
ndash Give the regional health authorities the mission to strengthen the infrastructure for testing of new diagnostics and medical devices
ndash Create a new program in the Research Council for better diagnostics treatment and rehabilitation
ndash Further development of the Web pages with patient information about clinical studies on helsenorgeno
ndash Establish a national database for clinical trials
ndash Establish a research network within dental health
ndash Introduce particle treatment through the establishment of a proton Center
bull 10 = Health and care as political focus areas for industry development
ndash Strengthen the tools for industry oriented research and innovation in 2016
ndash Strengthen the standardization work within e-Health and AAL
ndash To facilitate that the public health- and care service has an effective dialog with the industry about the needs
ndash To facilitate more use of innovative procurement
ndash Strengthen the national program for vendor development in 2016
ndash To facilitate a more coordinated collaboration about research innovation and industry development
38
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
39
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National regional and local projects
bull This section is listing some of the major projects ongoing and under planning and references to where to find procurement projects
40
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region South EastHealth South-East
bull Projects under implementation
ndash Hospital Oslashstfold HF new Oslashstfoldsykehus completed on schedule
ndash Oslo University Hospital HF completion of the co-location phase 1
ndash Vestfold HF Toslashnsbergprosjektet
ndash Digital renewal continuation of the regional commitment scope will be considered on the basis of the implementation strategy and the available budget
bull Projects under planning
ndash Oslo University Hospital HF maintenance investments
ndash Vestre Viken HF New hospital in Drammen
ndash Southern Norway hospital HF the entry of new build Hospital Psychiatry
ndash Telemark HF Build the project
ndash Oslo University Hospital HF The new build step 1
ndash Innlandet HF New hospital ndash process to decide the location is ongoing
41
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region West
bull Projects under implementation
ndash Health Bergen HF new hospital phase 1 and 2
bull Projects under planning
ndash Stavanger health trust HF hospital development in the Stavanger health trust
ndash Foslashrde Health-HF area plan Foslashrde Central Hospital-build somatic
42
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region Midst
bull Projects under planningndash Health Moslashre and Romsdal HF
bull new hospital in health Moslashre and Romsdal
bull ICT ndash status and plans ndash patient administrative systems (PAS)
laboratory systems and electronic medical records (EMR) is considered old All the systems are being planned
ndash Plans to carry out the acquisition of new EMR and PAS in the period 2015-2021
ndash The region is also developing tools for standardized patient processes digital storage communication and presentation of medical images ICT-support in emergency medical chain interactive attribution for primary health care e-prescription and core journal and patient and public services Standardized systems for finance and logistics is in the introduction
43
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region North
bull Projects under implementation
ndash Nordland hospital HF
bull upgrading and modernization of the hospital in Bodoslash
ndash University Hospital of North Norway HF
bull the new Afloslashy
bull PET-Centre Projects in the planning stages
bull new hospital in Narvik
ndash Finnmark hospital HF
bull new hospital in Kirkenes
bull new hospital in Hammerfest
ndash Helgeland hospital HF
bull development of Helgeland hospital
44
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
45
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Medical products Industry in Norway- status and economic report
bull The Norwegian medical products
industry consists of 490 companies with
products and services that are designed
to serve the health sector (excluding
pharmaceuticals)
bull Compared with our neighboring
countries the industry activities related
to health and wellness technology is
modest in Norway We have not
managed to develop major industrial
locomotives like Sweden Denmark and
Finland
46
March 2014
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Medical products industry in Norway
47
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Development in turnover and value creation 2005-2012
bull The overall growth for the entire industry was 46 percent Biomedical and Medtech companies have the greatest health-related revenue in total but the growth of these groups is lowest with respectively a growth of 43 percent for biomedical companies and 32 percent for Medtech companies
bull The entire Medical Products Industry created values for 135 billion NOK in 2012 The value creation () has increased by 35 billion in 7 years which corresponds to a growth of 36 percent In the same period the value creation in the Norwegian business community has grown by 60 percent so the development in the medical products industry has been clearly lower than in the Norwegian business community as a whole
48) Value creation Is the companies turnover minus bought goods and services
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
49
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Change towards a more innovative procurement process
bull Most procurement done by the health care is
done according to standard laquonon-innovativeraquo
processes
bull There has been a political strategic will to change
this to more use of laquoinnovative procurementraquo
and collaboration with the health care industry
ndash To facilitate that the public health- and care
service has an effective dialog with the
industry about the needs
ndash To facilitate more use of innovative
procurement
ndash Strengthen the national program for vendor
development in 2016
ndash To facilitate a more coordinated collaboration
about research innovation and industry
development
50
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
The main buyers
51
Regional health authority
Health authority
Hospital
Regional health authority (RHF)
Health authority (HF)
Hospital
Norwegian Directorate of health
Norwegian Directorate of health will be the buyer for technology and services at a national level
The Regional and Local Health Authorities will be responsible for regional and local procurement
National shared services
The Shared Services will manage the procurement processes for technology and services on behalf of one ore more regions
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Doffinno
Doffin is the Norwegian Web-based database for notices of public procurement and procurement in the utility sector (water and energy supply transport and telecommunications) that are subject to the European Union regulations
bull The purpose of the base of the procurement notices is tondash Ensure competition
and openness about business opportunities
ndash To forward all procurement notices for the announcement in TED when this is necessary
ndash Ensure the Control of procurement notices before publishing
ndash To publish and distribute the procurement notices in a searchable format
ndash Make relevant statistics in the public sector
52
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
httpleverandorutviklingno
53
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Step-by-step guide
54
The vendor development program (laquoLeverandoslashrutviklingsprogrammetraquo) has been established as a collaboration program to increase the use of innovative procurement in the public sector
A guide to innovative procurement can be found on httpwwwanskaffelsernoinnovasjon
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
55
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Company and product development phase vs type of procurement
56
Your Product
Your Company
The procurement process
Gartner hype cycleEarly phase products =gt Innovative procurement
What does you company need- Proof of Concept Clinical Trial- Innovative development together with
an advanced customer- First market customer- Scaling
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Where you are in the development ndashServices needed in a new market
57
Regulatory
Proof of Concept
Exportimport logistics
Office spaceset-up
Market potential
Distribution Channels
Company structure
People strategy
Reimbursement
Culture
Market dynamicsChoose Market
Project financing Capital to start
Production set-up
Capital to grow
Reference Project
Marketing strategy
Set up Meeting Places Establish network to partners
Facilitate and Initiate Projects
Establish Office Infrastructure
Collect Market Analysis Info
1 Product amp Service Development (PoC)
Clinical Trial
2 Reference Project First Commercial Deal
3 International Growth
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
What services are needed for a company to enter a new international market
58
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Go-to-market partner model
Market access partner
Own affiliate Joint Venture Collaborator Distributor
Establish company
Management
Office facilities
Financing
Network
Knowledge
Business Development
Two type of partners important for the market entry phase1 Establish the company in Norway The Life Science Clusters have incubator accelerator and growth
house services to provide This will be good place to start2 Market access partner The type of partner needed would depend on the product and company
development phase and the type of product but the clusters will have access to and the ability to match companies to partners
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Market Players in Norway
bull Entering the market can be considerably more efficient with the right market access partner
bull To enter the Norwegian market you may consider
ndash Global players like Siemens Cerner Philips and Microsoft
ndash Norwegian companies in the global ultrasound market Medisteam and GE Vingmed Ultrasound
ndash The regional vendors and integrators like Tieto Steria Evry and Accenture
ndash Local SMEs with success eg Cesam and Imatis
ndash International mHealth market Telenor Global
ndash Through the clusters (next slide)
60
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Norwegian Innovation Clusters
bull The Innovation Clusters will be a good alternative for international
companies to initiate their activities in Norway Today we have the
following clusters in the health carelife science area
bull Oslo Medtech (wwwoslomedtechno)
ndash Oslo Medtech is a health technology cluster dedicated to
accelerate and support the development of new Medtech and
eHealth products services and innovative solutions for the
Norwegian and global health care market We have app 190
members and the full health value chain is represented
bull Oslo Cancer Cluster (www httposlocancerclusterno)
ndash Oslo Cancer Cluster is an oncology research and industry
cluster dedicated to accelerating the development of new
cancer diagnostics and medicines We gather almost
70 members from Norway and Northern Europe representing
the entire oncology value chain
bull Norwegian Smart Care Cluster (httpwwwsmartcareclusterno)
ndash The Cluster mission is to contribute to the innovation
development and commercialization of new solutions within
welfare technology (AAL)61
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Some Medtech events in Norway in 2016
bull The main annual health care event in Norway is Health World (September)
ndash httpeventcwnoHW2015-hjem
bull Other events focusing on specialized topicsndash eHealth 2016 (april)
bull httpeventdndnonorhiteventkonferansen-ehelse-2016
ndash European Telemedicine Conference (ETC) 2016 (November)bull httpeventdndnonorhiteventeuropean-
telemedicine-conference-etc-2016
ndash EHiN (November) (eHealth in Norway) is a national eHealth conference organized by the Ministry of health and care services and the ICT-Norwaybull wwwehinno
bull In addition there will be other events on focused topics in different regions
62
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
63
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region South EastHospitals
ndash Akershus universitetssykehusbull httpwwwahusnofagfolk_forskning_helsetjenesteforskning_prosjekter_Si
dersideaspx
ndash Oslo universitetssykehusbull httpwwwoslo-universitetssykehusnoaktuelt_prosjekter_
ndash Sunnaas sykehus (re-hab)bull httpwwwsunnaasnoaktueltprosjekter
ndash Sykehuset i Vestfoldbull httpwwwsivnoaktuelt_prosjekter_
ndash Sykehuset Innlandetbull httpwwwsykehuset-innlandetnoomoss_prosjekter_
bull Doffin
ndash Sykehuset Telemarkbull httpwwwsthfnoaktuelt_prosjekter_
ndash Sykehuset Oslashstfoldbull httpwwwsykehuset-ostfoldnoaktuelt_Kalnes_Sidersideaspx
ndash Soslashrlandet sykehusbull httpwwwsshfnoaktuelt_prosjekter_
ndash Vestre Vikenbull httpwwwvestrevikennoaktuelt_prosjekter_
Pharmacy
ndash Sykehusapotekenebull httpwwwsykehusapotekenenoaktuelt_prosjekter_
ICT Shared Services
ndash Sykehuspartnerbull httpwwwsykehuspartnernoomoss_prosjekt
64
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region West
Hospitalsndash Helse Foslashrde HFndash Helse Bergen HF
bull httpwwwhelse-bergennonoFagOgSamarbeidforskingSiderInnovasjonaspx
bull httpwwwhelse-bergennonoOmOssVi-byggar-for-framtidaSiderdefaultaspx
ndash Helse Fonna HFndash Helse Stavanger HF
bull httpwwwhelse-stavangernonoOmOsssykehusutbyggingSiderdefaultaspx
ICT Shared Servicesndash Sjukehusapoteka Vest HFndash Helse Vest Innkjoslashp
bull httpwwwhelse-vest-innkjopnonoanskaffingarSiderdefaultaspx
ndash Helse Vest IKT ASbull httpwwwhelse-vest-
iktnonoProsjektOgSammarbeidSiderdefaultaspx
65
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region Midst
bull Projects
ndash httpwwwhelse-midtnonoSok80472quicksearchquery=prosjekter
bull St Olavs Hospital HF
bull Helse Nord-Troslashndelag HF
ndash Sykehuset Levanger
ndash Sykehuset Namsos
ndash DPS Stjoslashrdal
ndash DPS Kolvereid
bull Helse Moslashre og Romsdal HF
bull Kristiansund sjukehusbull Molde sjukehusbull Volda sjukehusbull Aringlesund sjukehus
ICT and Shared Services
bull Sykehusapotekene
bull Ambulanse Midt-Norge
bull HEMIT (ICT)
66
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Projects in Region Northhttpwwwhelse-nordnolang=no_NO
bull Finnmarkssykehuset
bull UNN
ndash httpwwwunnnotidsplancategory31508html
bull Nordlandssykehuset
bull Helgelandssykehuset
bull Sykehusapotek Nord
bull Helse Nord IKT
67
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National shared services
bull As of today the regional health authorities have the following shared procurement and operational companies
ndash Sykehusbygg (SB HF) ndash HQ inTrondheimbull Sykehusbygg HFbull httpsjukehusbyggnoprosjekter
ndash National ICT (NIKT HF) ndash HQ i Bergen bull Nasjonal IKT HFbull httpwwwnasjonaliktnomodule=Articlesampaction
=ArticlepublicOpenampid=388
ndash Purchase service (HINAS) ndash HQ in Vadsoslash bull HINAS (Helseforetakenes innkjoslashpsservice)bull httpwwwhinasnoindexphpanskaffelserbull httpwwwhinasnoimagesnyheterHandlingsplan
_-_nasjonale_anskaffelser_2016pdf
ndash Air ambulance service (LAT) ndashHQ in Bodoslashbull Luftambulansetjenesten ANS
ndash Operating organization for patient travel (Pasientreiser ANS) ndash HQ in Skien bull Pasientreiser
ndash Operating organization for emergency network(HDO HF) ndash HQ in Gjoslashvik bull Helsetjenestens driftsorganisasjon - noslashdnett
68
HINAS
LAT
Patient Travel
HDONIKT
Sykehusbygg
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Purchase service (HINAS)
69
Ongoing procurement projects2016 action plan
Doffin
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National ICT
bull httpwwwnasjonaliktnonoprosjekterprosjekter_og_programmer
bull httpwwwnasjonaliktnofilestoreDummy_graphicsArtikkelbilderPortefljeoversiktALLERHFpdf
70
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Sykehusbyggno - projects
bull httpsjukehusbyggnoprosjekter
71
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
httpleverandorutviklingnotagscategory736htmltags[]=anskaffelse
72
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
73
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
National hospital plan 2016-2019
httpswwwregjeringennonodokumentermeld-st-11-20152016id2462047
74
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Long term health care strategy ndashgt 2021
Strategy Action plan
75
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Medical products industry in Norway
76
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
77
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
The Authors
Oslo Medtech
bull Oslo Medtech is a health technology cluster dedicated to accelerate and support the development of new Medtech and eHealth
products services and innovative solutions for the Norwegian and global health care market We have app 190 members and the
full health value chain is represented Our mission is to develop and industrialize world class health technology products and
services that enables sustainable and high quality treatment and care and Norwegian Medtech industry growth
bull Our focus areas are facilitating RampDampI collaboration between research industry and health care providers nationally and
internationally stimulate and facilitate market driven innovation and innovative procurement processes facilitate clinical trials
testing and verifications accelerate business development and international scaling attract development and investment capital
provide co-working space in Medtech Growth House and spread the word of the Norwegian Health technology industry nationally
as well as internationally
78
Odd Arild Lehne Advisor Innovation Projects Oslo Medtech
Odd Arild has more that 25 years of consulting experience He has a Master of Science degree in Information Technology Odd Arild has extensive experience from design and implementation of IT systems and from business development in the ICT and Health care
Bent-Haringkon Lauritzen Advisor Market Development Oslo Medtech
Bent-Haringkon is advisor for innovative procurement in Oslo Medtech
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Table of Content
1 Management Summary
2 Introduction to the report
3 Introduction to Norwegian Health care
4 Demand for Health Technology
5 Ongoing and planned projects
6 Local medical products industry
7 Procurement processes
8 Go-to-market model
Appendix
A References to ongoing projects
B List of reports and data sources
C Authors
D Disclaimer
79
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80
Disclaimer
bull This report has been produced independently by Oslo Medtech on the request of Fintra OY
bull The information statements statistics and commentary contained in this Report have been prepared by Oslo Medtech from publicly available material and from discussions held with stakeholders Oslo Medtech does not express an opinion as to the accuracy or completeness of the information provided the assumptions made by the parties that provided the information or any conclusions reached by those parties
bull Oslo Medtech have based this Report on information received or obtained on the basis that such information is accurate and where it is represented to Oslo Medtech as such complete The Information contained in this Report has not been subject to an audit
80