C3 - Centre for Connected Care

C3 - CENTRE FOR CONNECTED CARE

SFI - Kari J. Kværner


When selecting SFIs, two main criteria must be fulfilled:Potential for innovation and value creationScientific quality

About the Centres for Research-based Innovation (SFI) scheme

The SFI scheme was launched in 2005.This is the third funding round.Objectives: •To strengthen companies’ innovation capacity through a focus on long-term research.•To facilitate close cooperation between R&D-performing companies and prominent research groups;•To make Norway an attractive location for international companies to establish their R&D activities;•To enhance researcher training in areas of importance for the business sector and society at large, and encourage transfer of research-based industry and technology.•The SFI centres are co-funded by the company partners, the host institution and the Research Council.•The SFI centres may have a period of operation of maximum eight years (an initial five-year period plus an additional three-year period).•Centres must conduct research of high scientific merit that carries great potential for innovation and value creation to be awarded SFI status.

Centre for Connected Care – Accelerating adoption and diffusion of patient-centric innovationsThe centre’s primary objective: To accelerate adoption and diffusion of patient-centric innovations that change patient pathways and delivery systems, empower the patients andincreases growth in the health care industry.


C3: Centre for Connected Care- accellerating adoption and diffusion of innovation


How do we meet tomorrow’s needs for health care services?

Global health care challengesRising costs,

an ageing population and increasing public

expectations to new health care services.

• Development of technology for self-service, such as home based technology, sensors and health-apps, demand a new infrastructure.

• There is a lack of adoption, diffusion and knowledge transfer locally, regionally, nationally and internationally.

Are we only putting out fires…


…or are we thinking about tomorrow?


1. How do we gather around what the user actually needs?«Myhealth2025» = The good day for the cronically ill - owning your prevention

2. Infrastructure – how do we connect? (ICT)

3. Implementing good innovative solutions and spreading the word(Avoiding the ”not invented here”- syndrome)

Main challenges:



C3: Develop, test and use new products andservices thatmeet tomorrow’sneeds for healthcare services.

”The centre for Connected Care at Oslo University Hospital will work to put the patient in driver’s seat, as a resource, in the development of new services.” Norway's Minister of Education and

Research, Torbjørn Røe Isaksen.


Vi must work together to reach our goal

Theme 1 Patient-centric healthcare delivery empowering the patientDevelopment of patient-centric services that integrate people, processes and technology (sensors and applications) by connecting patients to health care professionals and home-based services to hospital care.

Theme 2 Innovative infrastructure and interoperabilityDevelopment of patient-centric infrastructures and interoperable solutions that connect people and technology; sensor data and medical information between patients, professionals, industry and decision-makers.

Theme 3 Commercialization, adoption and diffusion

Development of methodology and business models that enable commercialization, adoption and diffusion. Further, to quantify the medical benefits and health value of new solutions to enhance knowledge about best practice.


C3: Develop, test and use new products and services

that meet tomorrow’s needs for new health care services.

The Minister of Health Care Services, Bent Høie.

News headline: ”Devastating about ICTin the health care sector”


The more, the merrier!

Living lab

Creating a testing site where technology is tested and used to understand how they can create value for patients and the community.

Innovation projects (n=27)

Patient-centric (8 big/16 small) innovations related to chronic illnesses, patient pathways, new services, self service or home based health services and ICT infrastructure projects (3)

Innovative procurement (n=4)

Sykehuspartner (research infrastructure and connecting digital applications to the hospital’s infrastructure) and the city of Oslo (safety alarm package and online tool for processing ideas)


C3: Most important activities

Adoption and diffusion of innovations

8 patient-centric innovations nationally and 8 internationally

Document value (clinical, financial, industry and society) and develop simulation models

Develop innovation methods and a global innovation index

Educate 10 PhDs and publish 50 articles


C3: Most important activities


The centre is operative for 8 yearsThe total budget of 217,6 million NOK will ensure active operations for 8 years. Of this, the Research Council contributes with 96 million NOK and Oslo University Hospital with partners contribute with 121,6 million NOK of their own time/efforts.The yearly budget is on average 27 million NOK. In total, the plan is to finance about 200 positions over 8 years.

Research methods



Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2A C3 ESTABLISHING THE ORGANIZATIONAL STRUCTURE a1 Establish a steering committee and an advisory boarda2 Establish management structure and procedures,a3 Establish a reporting structure with critical KPIsa4 Detail plans and budget for comming yearB C3 ESTABLISHING THE FOLLOW-UP SYSTEMb1 Review of and/or new procedures, KPIs, plans & budgetsb2 C3 conferens; papers, finings, results, implicationsC MODELLING AND DESIGN c1 The 2025 patient (WP1)c2 System design infrastructure (WP6,WP8)c3 Systemdesign sensors, communications and management system (WP6, WP2)c4 Establishment of Living lab (WP3)c5 Identification and analysis of state of the art innovation tools (WP2, WP 11)c6 Alternative business models (WP5, 11, 13)

D SELECTION OF INNOVATION PROJECTSd1 Identification and selection of innovative procurement projects 1 2 3 4d2 Identification and selection of patient-sentric innovation projects 1 2 3 4 5 6 7 8d3 Identification and selection of infrastructure innovation projects 1 2 3E INNOVATIVE PROCUREMENT PROJECTS (all WPs)e1 Innovative procurement projects #1 1e2 Innovative procurement projects #2 2e3 Innovative procurement projects #3 3e3 Innovative procurement projects #3 4F PATIENT-SENTRIC INNOVATION PROJECTS (all WPs)f1 Patient-sentric innovation projects 1 2 3 4 5 6 7 8f2 Infrastructure innovation projects 1 2 3

G RESEARCH AND ANALYSIS OF INNOVATION PROJECTS/PROCUREMENT PROJECTSg1 Creating an innovation toolbox based on research (WP2, 11)g2 Identification and analysis of challenges (WP2, 3, 4, 5, 6, 11, 12, 13)g3 Testing, impl. and evaluation of new patient pathways (WP2, 3, 4, 5, 6, 11, 12, 13)g4 Development of educational plattforms and packages (WP 11, 13)H KNOWLEDGE DISSEMINATION AND PUBLICATIONS h1 Scientific publications and dissemination of knowledges I PHASING-OUT STRATEGYi1 Establishment of C3 as a foundationi2 C3 as a partner for EU Horizon 2020 projectsi3 Innovation lab as permanent founded activityi4 E-learning and educational packadges within healthcare, service design and innovation

1 = Milestones: Project start 1,2,3, …

2021 2022 20232015 2016 2017 2018 2019 2020

Progress plan with milestones:


Work packages

We look forward to getting started!


C3 - Centre for Connected Care

Healthcare

Transcript of C3 - Centre for Connected Care