About Procurement by Co-Design
The future of health depends on innovation — from individual well-being to the broader system that supports it. Technological breakthroughs keep medical science moving forward. Progressive approaches to the delivery of health services benefit more lives by accelerating the application of those breakthroughs.
So what if those who deliver services and those who create the breakthroughs, were to join forces?
Innovation Partnership: Procurement by Co-Design is a unique program that offers healthcare-service providers something rare: the opportunity to participate in the development of innovative solutions before procuring them. In turn, technology and service innovators with scalable business models can gain unprecedented access to end users and validate use cases to remain competitive.
Using a collaborative design approach, the program targets complex systemic problems while complying with the Broader Public Sector (BPS) procurement guidelines.
- Healthcare providers publicize (on the MaRS website and other channels as appropriate) “Challenge Briefs” that describe the challenge, the desired outcomes and the evaluation criteria to be used for vendor selection.
- Individual vendors respond with “Innovator Briefs,” describing their proposed solution.
- Providers review these submissions to determine a shortlist of vendors, inviting them to pitch and discuss their solutions.
Design and prototyping
- Provider and vendor(s) conduct user interviews and site observations to gain a deeper understanding of, and empathy for whom they are designing.
- Provider and vendor(s) collaborate on a solution, and produce a prototype. This phase is iterative and can have many design cycles.
- Based on the learnings from previous iterations, the provider and vendor team scopes a minimal viable product to evaluate outcomes and a viable business model for procuring the solution. The team uses the results to make a final decision whether to move forward.
- If their decision is favourable, the provider has the option of procuring the new solution.
- Are innovative and offer a clear approach to designing a solution to a provider’s pressing problem
- Can be rapidly designed, prototyped and tested in context of intended use (e.g., clinical, back-office) at minimal cost
- Solution will cost less than $100k to procure
Participants should be willing to follow the co-design principles of
- participation: co-design is a collaborative process in which as many stakeholders as possible have input
- development: co-design evolves as a process, maturing and adapting as it takes place
- co-ownership and power: co-design involves a transformation of ordinary power relations between stakeholders and aims to generate collective ownership
- outcomes and intent: co-design has a practical focus, notwithstanding that unplanned processes and transformations are likely to occur as collateral effects of the process
These resources provide guidance on how procurement by co-design works and how to complete a challenge brief.
Cohort 1 Journey
We launched cohort 1 in August 2016. Here is a snapshot of what happened:
August 16, 2016: Launch
- We rallied the healthcare provider community
- 29 challenge briefs came from Providers across ON: long term care, home care, hospitals of all sizes
- 163 innovator briefs came from technology innovators
October 18: “Dialog Day”
- Providers filtered through those responses and shortlisted their favourites
- They met – vendors talks about themselves and what kinds of solutions they could make
- 22 collaborative teams were formed
November 24: Intro to co-design
- Teams learned about discovery and ideation through workshops and webinars
- They took our design journal templates and guidebooks back with them and
- engaged front-line staff
- thought about the possibilities
- and the constraints
- polished their ideas into solutions
- planned how to test their ideas
February 24, 2017: Prototype pitch day
- Some teams decided not to move forward with their project
- 17 teams came back and pitched for the prototyping grant
- 41 teams rose above the rest and went on to
- develop their solutions and pilot them
- measure success through outcomes
- negotiate new business relationships
July 21: Solutions day
- 3 winning teams received grants to procure the solution
- Personal support workers gained a tool to ind more time to spend with clients
- Physicians now have a better way to get onboarded at a new hospital
- Schedulers can better match their client needs with staff
Cohort 1 Challenges
Here is a sampling of challenges submitted at the start of cohort 1:
- Markham Stouffville Hospital – Physician Engagement
- Southlake – Reducing No Shows in Ambulatory Clinics
- Southlake – Better Management of Expected ER Flow
- Trillium Health Partners – Management of Type 1 Diabetes for Youth Transitioning to Post Secondary Education
- Michael Garron Hospital – Optimizing Surgery Schedules
Cohort 1 Grant Winners
Cohort 2 Journey
We launched cohort 2 in September 2017. Here is a snapshot of what happened:
September 28, 2017: Launch
- We rallied SSOs, GPOs, and the heathcare provider community
- They learned to “dig deeper” into problems and frame them
- 10 challenges briefs came from Providers across ON: homecare, hospitals of all sizes
- 58 innovators briefs came from technology vendors: health, retail and artificial intelligence
November 6, 2017: “Dialogue Day”
- Providers and shortlisted vendors met and talked themselves as innovation partners
- 7 innovation partner teams were formed
November 17, 2017: Co-design grant awarded
- 4 teams were awarded $25,000 to move forward with their co-design projects
- 1 team decided to move forward without the grant funding
November 20, 2017: Discovery workshop
- Teams learned about
- Importance of visual communication
- Mapping the challenge, the stakeholders, the journey of their intended users
- Uncovering unexpressed needs
- Teams went into “the field” using our tools to discover more about their problem and stakeholders
January 15, 2018: Ideation and concept prototypes
- Teams came together to share their insights from their discovery work
- Stretched their thinking on the ideal journey for their users and came up with solution ideas
- Went out into the field with rough concept prototypes to test the most important parts about their solution using: storyboards, interviews, video animatics, role play
March 7, 2018: Intro to minimal viable prototype
- Teams carefully planned out the development and evaluation their solution idea
- Teams engaged with decision makers to set the targets to meet for procurement
- Experts weighed and provided guidance on how to improve their plans and business models
- 3 teams negotiated new business relationships after a successful MVP evaluation
July 20, 2018: Solutions pitch day
- 3 teams received grants to go towards the procurement of their solution
- Patients and caregivers can communicate directly and exchange information online
- Administrators can more efficiently move patients from the hospital to alternative care
- Prosthetics can save time for making sockets while learning new skills in 3D printing
- Hospital volunteers have new tools to better direct visitors around their facilities
- Lab technicians can save hours of time and anxiety through automated slide archival
- Front-line staff have new tools to better predict and prevent patient falls in the hospital
Cohort 2 Challenges
Here are the challenges that were worked on cohort 2 project teams:
- Bayshore Health Centre and Kingston Health Services – Innovative ALC Transitional Care Program
- Peterborough Regional Health Centre: The Challenges of Slide Archiving
- North York General Hospital – Preventing Falls
- St. Joseph’s Health Centre – Digital Wayfinding
- Sunnybrook- Improving prosthetic care for patients with lower limb amputation
Check out the blog post on who won the final procurement grants from Cohort 2 here.
Trinity Village Care Centre and VitalHub: Innovation Partnership in Healthcare
- Drivers of success
- Challenges and lessons learned
- Impact of the co-designed solution.