80
Understanding the market opportunities in the hospital/healthcare sector in Norway December 22 nd 2015

Digital hospitals market report norway 20151222

  • Upload
    finpro

  • View
    1.428

  • Download
    0

Embed Size (px)

Citation preview

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