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C3 - CENTRE FOR CONNECTED CARE
SFI - Kari J. Kværner

When selecting SFIs,
two main criteria must
be fulfilled:
Potential for
innovation and value
creation
Scientific 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 innovations
The centre’s primary objective: To accelerate adoption and diffusion of patient-centric innovations
that change patient pathways and delivery systems, empower the patients and
increases 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 challenges
Rising 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 and
services that
meet tomorrow’s
needs for health
care 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 patient
Development 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 interoperability
Development 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 ICT
in 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 years
The 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 Q2
A C3 ESTABLISHING THE ORGANIZATIONAL STRUCTURE
a1 Establish a steering committee and an advisory board
a2 Establish management structure and procedures,
a3 Establish a reporting structure with critical KPIs
a4 Detail plans and budget for comming year
B C3 ESTABLISHING THE FOLLOW-UP SYSTEM
b1 Review of and/or new procedures, KPIs, plans & budgets
b2 C3 conferens; papers, finings, results, implications
C 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 PROJECTS
d1 Identification and selection of innovative procurement projects 1 2 3 4
d2 Identification and selection of patient-sentric innovation projects 1 2 3 4 5 6 7 8
d3 Identification and selection of infrastructure innovation projects 1 2 3
E INNOVATIVE PROCUREMENT PROJECTS (all WPs)
e1 Innovative procurement projects #1 1
F PATIENT-SENTRIC INNOVATION PROJECTS (all WPs)
f1 Patient-sentric innovation projects 1 2 3 4 5 6 7 8
f2 Infrastructure innovation projects 1 2 3
G RESEARCH AND ANALYSIS OF INNOVATION PROJECTS/PROCUREMENT PROJECTS
g1 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 STRATEGY
i1 Establishment of C3 as a foundation
i2 C3 as a partner for EU Horizon 2020 projects
i3 Innovation lab as permanent founded activity
i4 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!

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C3 - Centre for Connected Care

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