Innovative indkøb i sundheds- og plejesektoren kan bruges som redskab til at skabe værdifulde og bæredygtige velfærdsløsninger. Disse præsentationer giver et bud på, hvordan dette kan gøres i praksis og tager på forskellig vis fat på værdien i dialog. Præsentationerne blev vist d.20.november 2014 i forbindelse med en nordisk konference støttet af Nordic Innovation.

1. Bent-Håkon Lauritzen, Oslo Medtech
Dialog mellem
offentlige og
private i praksis

2. Oslo Medtech
A national cluster
supporting and nourishing
the business development
of superior medical
research, stimulating the
development of a
competitive Norwegian
Medtech, eHealth and
Assistive technology
industry

3. Stimulate and facilitate for innovation and growth
• Facilitate cooperation between R&D,
companies and hospitals/local
authorities
• Stimulate and facilitate market driven
innovation projects and procurement
processes
• Facilitate clinical trials and testing
• Enhance the knowledge of
International markets and help
companies to reach the global market
• Attract development and investment
capital

4. Challenge: collaboration with local industry

5. Example – development of home market
Subcontractor
Subcontractor
Subcontractor
Subcontractor
Subcontractor
Subcontractor

6. Initiatives in Norway with focus on Public procurement
of innovative solutions.
The vision of the program
Public sector customers and suppliers with
focus on the future.
Who is behind it?
Agency for Public Management and
eGovernment (Difi) have got the
mandate to strengthen the
government's work in renewing the
Norwegian public sector

7. The combination of an
ageing population and
fewer people in work
requires new solutions
WELFARE TECHNOLOGY IN OMSORG+
Demanding customer
City of Oslo
Supplier
Hospital IT (welfare
technology) with Ascom
AS as subcontractor for
the safety alarm
Facilitator
National Programme for
Supplier
Development/Regional
Programme for Supplier
Development – Greater
Oslo
Sector mobilisation
Norsk Teknologi and
Oslo Medtech
When
2011

8. Assess needs
Market dialogue The tender process
WELFARE TECHNOLOGY IN OMSORG+
1
3
2
4
Plan and organise
• New care concept with smart home
technology
• Integrated system for connecting
multiple products
• Open dialogue conference (110
delegates)
• Supplier workshop hosted by Oslo
Medtech
• Suppliers submitted written solution
proposals (33 submissions)
• One-on-one meetings
• Worked up a performance and
functional requirements specification
for the entire Omsorg+ concept
• Based on this specification, the city
compiled a specific requirements
specification for the procurement of a
smart home platform and a basic
package of welfare technologies for
Omsorg+ Kampen.
• Executed as an open tender
• Firm commitment from management
• Interdisciplinary specialist task force
City of Oslo

9. RESULTS
• An open system that allows for continuous product
innovation
• Research collaboration with the Department of
Informatics at the University of Oslo
• New procurement strategy
WELFARE TECHNOLOGY IN OMSORG+
INNOVATIONS
• Dialogue with the market produced new and
unfamiliar ideas
• The description of the procurement became better
adapted to the city’s needs
• The requirements specification is being used for
other care homes
• New insights into needs increases supplier
competitiveness
PURCHASER
EVA HURTIG
Head of the city council’s department for
the elderly and social services in Oslo
“The dialogue has helped suppliers gain more insight
into how the city thinks and its expectations. The
City of Oslo has gained more knowledge of what
suppliers can offer and we have designed our
requirements specification as a functional description
with basic requirements and additional
requirements.”
SUPPLIER
ROGER SLETTA
Sales Manager at Hospital IT AS
“I am full of praise for the way the city worked to
get an overview of and insight into the supplier
market in this project. It is important to have
knowledge of the status of the market and what it
is in a position to deliver – especially when it
comes to innovative solutions.”

10. Guide for Public Procurement of innovative solutions
in the health sector
Accelerators for innovation:
- Clear vision of user needs / challenges
- Market dialogue before writing the tender
- Use of functional requirements in the tender specification
- To establish pre commercial procurement projects as part of overall procurement process
- Use of Competitive dialogue
- Uncover the real costs and think in terms of whole life-cycle costs
- Anchoring of innovation strategy in the organization
Solution
design
Prototype
Test and
verification
Competitive
Tender
Contract
Delivery
and
evaluation
Challenge
and Needs’
assessment
Planning
and
organizing
Dialogue
with market
Strategy and
Competition
design
No
Phase 2 - Pre-Commercial Procurement (PCP)
Phase 3 – Innovative Public Procurement (IPP)
Phase 1 - Preparation and anchoring Yes
Solution?

11. Need assessment and
Dialogue activities
Example from Oslo Municipality – procurement of
new solutions for safety alerts to disabled people
living in their homes.

12. Steps taken
29.09.13
Wish I had
seminar – “safe
and high quality of life
staying longer in my
house”
05.11.13
Internal user
workshop
(Need’s
assessment)
15.11.13
Market
dialogue and
partnering
4-6.12.13
One-to-One
meetings with
suppliers
Dec and Jan
Procurement
strategy
Starting point:
• Technological development gives new possibilities
• Existing agreement for safety alarms with suppliers ending fall 2014
• Little competition and few possible suppliers
• Oslo Municipality invited Oslo Medtech to become facilitator of process

13. Wish I had seminar- «safe and high
quality of life staying longer in my own
house»
Aker Hospital 29.08.2013
«Almas house»
90
participants

14. Increased safety
Challenges for “Wish I had seminar”
Need / Challenges:
1. Falling/dizziness
2. Confusion, time perception
3. Going out at night
4. Concern
5. Social contact
• Afraid of going out
• Not able to use modern
technology
6. Forget to eat and take
medicine
7. Is everything okay at home?
8. Improved patient care
1
2
34
5
6
78

15. Internal user workshop

16. Dialogue conference with industry
Time Program
08:30 Welcome
08:45 About procurement of innovative solutions
Kari Sletnes, Deputy Director health agency
09:00 Challenges and needs for solutions that can help disabled people
stay home in a safe situation and with high quality.
Bente Riis, Oslo Municipality & Odd Arild Lehne, Oslo Medtech
09:45 Presentation of companies, dialogue and feedback. Existing and
immature technology and solutions
Facilitator: Kathrine Myhre, Oslo Medtech
11:00 Lunch
11:20 Partnering and matchmaking
Facilitator: Kathrine Myhre, Oslo Medtech
13:00 End
52
participants

17. Part two: Partnering
All companies are invited to give a 2 minute presentation:
1. Who you are what company you represent
2. Short presentation of your company with regards to
products, services and solutions that are relevant to
presented need.
3. Feedback to the presented challenge.
4. In need for partners?

18. One-to-One meetings with industry
• Separate meetings - 30 minutes
• Ambition
• Invite the industry to a safe and open dialogue
• Get a better understanding of the written solution sent in
by the company
• Communication
• Open announcement on Doffin (Ted)
• Information at the procurers homepage
• Announcement in Media
• The suppliers are invited to send in written solutions the
the challenge. Those how send in solutions are invited to
a separate meeting.
• Agenda for the meeting
• Same agenda for all the meetings.
• The suppliers present their solution
• Discussion about the solution sent in
• The written information is kept confidential.
• Important: equal treatment of all suppliers!
Company at the dialogue meeting
“We are very
positive to the
involvement and
participation from
the suppliers”
Procurer: Morten Thorgersen
It is important that
Oslo Municipality
takes the risk of
trying out new
solutions

19. Important: Public Procurement as part of an
overall procurement strategy
19
Innovative solutions need to coexist with mature solutions

20. Informasjonsmøte og partnering 25.april 2014
20
Ca 60 deltakere

21. Public Procurement Oslo Municipality
Information meeting 25th of April 2014
21

22. 22
Pitching - partnering

23. Lesson learned from process together with Oslo Municipality
• Importance of visionary leadership and involvement from
professionals
• Holistic solutions require process and strategy
• Dialogue activities provides purchasers new and updated
knowledge on available technologies and solutions, and opens
up for new ideas and solutions
• It is demanding to write the first function-based tender
specification
• Need for facilitation of the process...
Organized in the right way, the cooperation between public
service providers and the private sector, will result in better
solutions at a lower total cost of ownership.

24. Example: Utbudshjulet Indkøbsafdelingen i Region Syddanmark
Link til Region Syddanmarks
pressemeddelelser om dialog ved
udbud samt guide om gennemførelse af
høring.
http://regionsyddanmark.dk/wm408430

25. 25
20-11-2014
REGIONENS START I 2007
Side 25

26. 26
20-11-2014
DIALOG UDBUDSHJULET

27. 27
20-11-2014
DIALOG UDBUDSHJULET
Før udbud
Efter offentliggørelse,
før tilbudsfristEfter tilbudsfrist,
før kontrakt-
indgåelse
Efter kontrakt-
indgåelse

28. Some examples of dialogue activities
Market Research
• Survey of what exists in the market
Dialogue Conference
• Presentation and dialogue about specific challenges
One-to-one meetings
• In depth understanding of upcoming innovative solutions / possibilities
Planning and design competitions
• Invite innovative entrepreneurs and companies to develop concept notes
for innovation

29. Best Practice and key learning
points from public procurement of
innovative solutions in the Nordic
Health Sector
Solution
design
Prototype
Test and
verification
Competitive
Tender
Contract
Delivery
and
evaluation
Challenge
and Needs’
assessment
Planning
and
organizing
Dialogue
with market
Strategy and
Competition
design
No
Phase 2 - Pre-Commercial Procurement (PCP)
Phase 3 – Innovative Public Procurement (IPP)
Phase 1 - Preparation and anchoring Yes
Solution?

30. Main findings best practice and key learning point report
Phase one:
• The effect of a well-organized market dialogue is triple.
• Lack of proper integration with existing solutions and problems with aging
infrastructure in the hospitals might hinder the innovation.
• Strong anchoring of strategy in the management and involvement of user groups is
crucial.
• Tender specification based on functionality rather than detailed technical
requirements are important to promote innovative solutions.

31. Main findings best practice and key learning point report
Phase two:
• The innovation is not an integral consideration in planned procurement processes
• Small companies experience substantial challenges when dealing with big
institutions. E.g. contracts, capacity, financial strength and cultural differences.
• Idealists are in charge of the project, and tend to fail during the anchoring phase.
• Lack of risk assessment and cost/benefit calculations
• The above-mentioned issues tend to prevent further commercialization of the
projects

32. Main findings best parctice and key learning point report
Phase three
• It is about best value – not lowest price
• Use of Competitive Dialogue gives better results
• Resistance for change of procedures among procurers and lawyers hinder the
innovation.
• There is a tendency towards larger procurement units and tender volumes.

33. Building the Nordic region as a strong home market for
international export of health care solutions
Export

34. Partners in the PPI Net consortium:
Denmark: Finland: Sweden: Norway:

35.  Juridical guidelines
 Guide for innovative
procurement
 Report best practice and
key learning points
www.nordicppi.net
Bent-Håkon Lauritzen
Advisor Innovative Procurement
Oslo Medtech
www.oslomedtech.no
bhl@oslomedtech.no
Cell: +47 91844164
Nordic PPI Net – final conference
Odense February 5th 2015