Bent-Håkon Lauritzen, Oslo Medtech

Dialog mellem offentlige og private i praksis

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

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

Challenge: collaboration with local industry

Example – development of home market

Subcontractor

Subcontractor

Subcontractor

Subcontractor

Subcontractor

Subcontractor

Initiatives in Norway with focus on Public procurement of innovative solutions.

The vision of the programPublic 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

The combination of an ageing population and fewer people in work requires new solutions

WELFARE TECHNOLOGY IN OMSORG+

Demanding customerCity of Oslo

SupplierHospital IT (welfare technology) with AscomAS as subcontractor for the safety alarm

FacilitatorNational Programme for Supplier Development/Regional Programme for Supplier Development – Greater Oslo

Sector mobilisationNorsk Teknologi and Oslo Medtech

When2011

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

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 HURTIGHead 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 SLETTASales 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.”

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

PrototypeTest and

verification

Competitive Tender

ContractDelivery

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?

Need assessment and Dialogue activities

Example from Oslo Municipality – procurement of new solutions for safety alerts to disabled people

living in their homes.

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

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

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

Internal user workshop

Dialogue conference with industry

Time Program

08:30 Welcome

08:45 About procurement of innovative solutionsKari 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 solutionsFacilitator: Kathrine Myhre, Oslo Medtech

11:00 Lunch

11:20 Partnering and matchmakingFacilitator: Kathrine Myhre, Oslo Medtech

13:00 End

52 participants

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?

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

Important: Public Procurement as part of an overall procurement strategy

19

Innovative solutions need to coexist with mature solutions

Informasjonsmøte og partnering 25.april 2014

20

Ca 60 deltakere

Public Procurement Oslo Municipality

Information meeting 25th of April 2014

21

22

Pitching - partnering

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.

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

20-11-2014

REGIONENS START I 2007

Side 25

26

20-11-2014

DIALOG UDBUDSHJULET

27

20-11-2014

DIALOG UDBUDSHJULET

Før udbud

Efter offentliggørelse,

før tilbudsfristEfter tilbudsfrist,

før kontrakt-

indgåelse

Efter kontrakt-

indgåelse

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

Best Practice and key learning points from public procurement of innovative solutions in the Nordic

Health Sector

Solution design

PrototypeTest and

verification

Competitive Tender

ContractDelivery

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?

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.

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

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.

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

Export

Partners in the PPI Net consortium:

Denmark: Finland: Sweden: Norway:

Juridical guidelines

Guide for innovative procurement

Report best practice and key learning points

www.nordicppi.net

Bent-Håkon LauritzenAdvisor Innovative Procurement Oslo Medtechwww.oslomedtech.nobhl@oslomedtech.noCell: +47 91844164

Nordic PPI Net – final conference Odense February 5th 2015