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Capacity Building in Innovation Adoption & Procurement

oin the conversation!

@WIN_Health

November 22, 2017

Anne Snowdon, Renata Axler, Carol Kolga, Ryan DeForge, Melissa St. Pierre, Courtney Williston, Joan Craig, Deborah Tallarigo 1


The Innovation Adoption Process Model Diffusion, Scaling & Widespread Adoption Implementation & Early Adoption

Health System Priorities & Needs

Partnership Development & Stakeholder Engagement R&D for Innovati ve Solutions

Pilot Test

Prototyp e

Leadership & Organizational Culture


Innovation Procurement Process Identifying Health System Priorities • Creates the demand-pull for innovators

Identifying a Procurement Model • Chosen based on organizational structure and needs

Early Market Engagement • Active engagement of small companies and a consideration of outside vendors

Innovation Procurement Process

• Competitive dialogue, design contest, other

Solution Implementation and Early Adoption • Contracts awarded or pilot tested

Evaluation • Multi-stakeholders participate in evaluation including clinicians and patients to contribute to evaluation of products, services, partnerships, and relationships


Qualitative Case Study Methodology • Key informant interviews • Document reviews, site visits (when appropriate) • Interviews are coded to surface common themes within & across cases • Themes are supported by key quotations from the interview data • All data are anonymized


Spectrum of Innovation HEALTH

EDUCATION

Medical devices (5)

Patient engagement platforms (3)

Curricular supports & assessment tools (4)

Simulations (2)

Telemedicine & remote patient monitoring (3)

“Smart� hospitals & communication tools (2)

Pedagogy & teacher development solutions (2)

Assistive solutions (2)

Assessment tool (1)

Student engagement platforms (2)


Leadership

Successful Partnerships Alignment & Fit

Absorptive Capacity

Emerging Findings from WIN Case Study Research: Innovation Adoption in Healthcare Strategies for Scaling

Surfacing Value

Real-world Conditioning

Balancing Flexibility & Scope Management


Alignment & Fit •

Solution alignment with system needs and priorities facilitates innovation adoption

•

Alignment engenders a shared resolve to address challenges


Alignment & Fit •

Inter-organizational fit and synergy in “cultures of innovation” facilitates adoption

Fit with existing processes and workflows is a requisite of successful innovation adoption


Leadership •

Especially within inter-organizational partnerships

Developing a supportive environment by being present

Providing organizational structure and lending influence to create conditions for success •

Exploring options

Effective governance and communication

Leveraging the leadership of others


Cohesive and Collaborative Partnerships The commitment to collaborate and iteratively find the solutions to problems and challenges


Absorptive Capacity Organizational level: the (in)ability of an organization to resource/manage/commit to an innovation/initiative Behavioral level: the (in)ability for patients to remain engaged throughout the entire course of a demonstration project


Absorptive Capacity •

Can be challenging in busy organizational settings, where competing priorities abound

•

Absorptive capacity of end-users is also important, requiring a focus on usability and integration


Vendors: Balancing Flexibility with Scope Management •

Vendor flexibility and adaptability is an asset to healthcare organizations

•

Managing the scope of work that drives the adoption of innovation is equally important

scope management flexibility


Real-world Conditioning •

The value of experiential, tacit and practical knowledge gained through deployment of the innovative solution in real-world (rather than laboratory/RCT) settings

Dependent on: •

Feedback channels and effective communication among all project partners

Workflow mapping to tailor solutions to settings

Practical knowledge and surfacing real-world insights


Strategies for Scaling •

Create / demand real-world (real-Ontario) evidence •

Challenging to embed/scale without evidence of impact

Site-to-site, word of mouth diffusion SC

Create and pilot solutions with “stickiness” - end users won’t want to give up use

Modular growth: units of software solution per region

IN

AL

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Strategies for Scaling •

Expand and extend the number of use cases •

“Innovation drift”

Demonstration of impact in new areas

Scale outside of Canada

Partnering from the outset to scale

SC

IN

AL

G


Surfacing Value | Value vs Cost The (in)ability to surface value – to understand how it varies in a particular context, to present an innovative solution in terms of value propositions, to measure impact and value – can accelerate (impede) partnership development and broader, widespread adoption.


Surfacing Value • •

• •

In research pilots

To demonstrate impacts

From a Vendor of Record

Scalability built into partnerships


Addressing urgent, critical needs

Building it out

Shared philosophies

Leadership endorsement

Emerging Findings from WIN Case Study Research: Innovation Adoption in Clinician Engagement Education

Charting a course to scaling Unclear & vague processes Evidence of impact

Sandbox environments Early Engagement Low barrier to get started


“[The solution] addresses an urgent, critical learning need” •

Solution meets end-user needs

Innovation is aligned with ON K-12 curriculum

Addresses priorities identified by the Ministry


Trust: “That philosophy, that sharing of it” •

Leveraging pre-existing partnerships

Alignment of expectations, goals, and values

Partner responsiveness to queries and concerns

Partnerships with system-level education leaders


Leadership endorsement •

Endorsement from senior leadership may be critical to creating momentum and engaging teachers


“Vague and unclear” institutional processes •

Process of getting innovation into school boards not well understood

Uncertainty around school board Research Ethics timelines and requirements


Sandbox environments •

Strong culture of innovation at some K-12 and post-secondary institutions

Presence of innovation hubs & incubators •

Creating a “sandbox” for technology innovation, use, and evaluation


Customizability: “If we don’t build it out, this product won’t work” •

Solution can be customized to meet specific end-user needs

Investments in solution customization are considered essential by vendors for longterm success


Accessibility: “Low barrier to get started” • Solution is easy to access, and has a user-friendly interface • Solutions have low barriers to use


Creating evidence of impact • Creating evidence of impact may fuel further adoption • Program and process evaluations can yield endorsements and evidence for adoption across organizations


Charting a course to scaling •

Planning for scaling can involve looking for opportunities within institutions •

Across departments/ disciplines

Planning for scaling across institutions is also at the forefront for some companies •

Across school systems, internationally


Flexibility In Process

Vendors as Partners

Expertise Capacity

Emerging Findings from WIN Case Study Research:

Evidence of Impact

Evaluation Challenges

Innovation Procurement

Early Engagement

Resource Intensiveness

Co-Creating Solutions


Key Features of Innovation Procurement •

Attention to value in procurement, understood broadly, beyond financial/cost value

Focuses on outcomes, rather than technical specifications o Desired outcomes are defined, but functional/technical solution specifics are not; allows for innovation and creativity to create the desired outcome

Facilitates fair, accountable, transparent dialogue between vendors and purchasers o Purchasers learn about market solutions, vendors learn system needs

Value-focused innovative procurement o Focuses on improving patient outcomes while controlling costs through purchasing innovative solutions for health care system

Value = health outcomes/cost of delivering these outcomes


Using Demonstration Projects to Identify Best Practices for Innovation Procurement What we still don’t know • Impact on innovation & value • Impact on vendors & public sector organizations • (Long term) return on investment, and how to measure this

What we know matters • Early and genuine market engagement • Clear statement of need/ outcomes • Flexibility, collaboration • Organizational culture & leadership


Innovation Procurement and the BPS Procurement Directive: “Following the Rules”

Teams that have undertaken Innovation Procurement processes did so within the scope of the Broader Public Sector Procurement Directive – in a fair, open, and transparent way, that also enabled creativity and innovation Innovation procurement can “challenge the myths” of procurement


Expertise Capacity: “There’s (often) no road map” • Procurement teams embarking on Innovation Procurement processes often have limited knowledge on how to execute an Innovation Procurement project • Teams need to educate themselves on innovation procurement processes • Early innovation procurement processes in Ontario are creating the roadmap for more widespread innovation procurement initiatives


Flexibility and openness of process: “It’s making that leap” • Innovation Procurement processes need to be negotiated, there is a need to be flexible in creating these processes • Innovation procurement represents a leap of process and mind space, and letting go of preconceived notions of procurement processes


Resource Intensiveness: “It’s High Effort” • Innovation Procurement is resource intensive and requires teams to implement it, highlighting the importance of teamwork and collaboration

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The Value of Vendor Engagement • Vendor engagement adds value for both vendors and procuring organizations, and helps to enable a focus on outcomes rather than products • Inclusion of smaller vendors allows them to be part of conversations they have not been in the past

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Valuing Vendor Engagement • Vendors who participate in engagement activities must be respected for their time and input • Information gathered through market engagement activities should be used in a timely manner in order to accurately reflect the state of the technology market

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Engaging Vendors as Partners • Innovation Procurement enables the engagement of vendors as partners in procurement processes, rather than just suppliers of products • Innovation procurement allows for an assessment of partnerships with vendors and long-term collaborative relationships

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Building Solutions With Vendors • Innovation procurement can enable the co-creation of solutions with vendors, demonstrating a more equal purchaser-supplier relationship • Yet, it’s important for both vendors and procuring organizations to define and understand what co-designing solutions means to them


The Value of Stakeholder Engagement •

Engaging Stakeholders in procurement processes is key, but questions remained about how, when, and where to best engage them •

Value in clinician, patient, user involvement in evaluating technologies

•

Engaging users also helps to define requirements upfront

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Evaluation Challenges: Comparing Apples to Oranges •

Use of outcomes based specifications can yield high variability in proposals, and evaluators may need to determine the effectiveness of different solutions to adequately assess responses

•

Creates challenges for templates that can fairly evaluate diverse submissions


Evidence of Impact •

Teams that have undertaken innovation procurement projects have, to date, seen considerable positive outcomes •

Significant financial value generated

Partnerships with small or unexpected vendors


What about Scaling? •

Scalability strategies for procured technologies should be built into innovation procurement processes to maximize value and scale

“Opt-in” options for other jurisdictions, once value has been proven.


Thank You Contact: Dr. Anne Snowdon, Academic Chair, WIN Anne.Snowdon@uwindsor.ca

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Capacity building in innovation adoption & procurement kt3 public version 2017  
Capacity building in innovation adoption & procurement kt3 public version 2017