Supply Chain Stream. Innovation Procurement The Made in Canada Approach to Vendor Credentialing

Transcription

1 Supply Chain Stream Innovation Procurement The Made in Canada Approach to Vendor Credentialing

2 Why Supply Chain Matters Improves clinical and fiscal outcomes in any health care organization From the basement to the boardroom, it s now a strategic priority Supply chain management delivers value and results 2

3 Why HSCN Matters Only place in Canada bringing providers and suppliers together to discuss innovation in health care supply chain Supports collaborative relationships with governments in all health care settings 3

4 Delivering Value to Members 4

5 Our Value Proposition 5

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7 Innovation Procurement Sarah Friesen Healthcare Supply Chain Network

8 Innovation Procurement Innovation is a major focus for the healthcare sector in Canada and globally examples from Europe and the UK demonstrate that innovation procurement methodologies are beginning to generate value for the healthcare system Ontario Health Innovation Council (OHIC): established by the Ontario government in November 2013 to accelerate the adoption of new technologies in our health care system support the growth and competitiveness of Ontario s health technology sector OHIC report, the Catalyst (December, 2014), made 6 recommendations, including Accelerate the Shift to Strategic, Value-Based Procurement, providing innovative solutions that address health system priorities and population needs Ontario Ministry of Health and Long Term Care recently announced the appointment of the Chief Health Innovation Strategist: William Charnetski 8

9 Innovation Procurement Advisory Panel on Healthcare Innovation: launched by the federal government in June 2014 to identify five priority areas where action by the federal government could promote innovation in Canadian healthcare systems The Panel s report, Unleashing Innovation: Excellent Healthcare for Canada (July 2015), included the following recommendation: support the spread and scale-up of measures to improve procurement, including consideration of valuebased approaches and best practices internationally such as the competitive dialogue process in the EU Conference Board of Canada Innovation Procurement in Health Care: A Compelling Opportunity for Canada Report published July 2011, Gabriela Prada Council for Innovation Procurement in Healthcare focus on shifting from cost control to value creation conferences bring together sector stakeholders for education and dialogue 9

10 Healthcare Supply Chain Network (HSCN) HSCN developed an innovation procurement Toolkit, to support healthcare organizations in implementing innovation procurement processes processes are compliant with Ontario BPS Procurement Directive The Toolkit includes: RFP and Form of Agreement templates Risk Mitigation Guide Evaluation Criteria Guide Outcome-based Specification Guide Total Cost of Ownership Guide This Toolkit is expected to have a positive impact by enhancing the capabilities of BPS organizations to manage innovation procurements develop and evaluate outcome-based specifications 10

11 Innovation Procurement: the Journey Southlake Regional Health Centre: Cardiac Program Teresa Mingo: Joseph Balkovec: Manager, Materials Management Project Manager, Innovation Procurement Waterloo Wellington Region: System Coordinated Access Sharon Baker: Anna Sampson: Director, Innovation Procurement Project Director, System Coordinated Access 11

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13 Innovation Procurement at Southlake Teresa Mingo, Manager Materials Management Joseph Balkovec, Project Manager, Innovation Procurement

14 Agenda Innovation Procurement Project Cardiac Program What problem are we trying to solve? What are we out to achieve? Where are we today? What have we learned so far? What s next? 14

15 Research and Innovation: A STRATEGIC IMPERATIVE Southlake Regional Health Centre 15

16 What problem are we trying to solve? Innovation Procurement Innovation Procurement 16

17 What are we out to achieve? Develop a procurement model and vendor engagement strategy which fosters innovation and more holistic solutions to deliver better value for money and better patient outcomes. 17

18 Why Innovation Procurement within Cardiac? Innovative Program High Spend (approximately 8% of total hospital spend) Previous Experience with innovative tenders Mostly QBP Funded Appropriate timing 18

19 Process Evolution & Development Clinical, Procurement Supply Organizational Market Non-Clinical, Risks Patient Approaches Assessment Risk Management Pros/Cons Plan Stakeholder Exploration Supplier Procurement input of Office Innovative re +/- of Engagement Dialogue past experience Tool Procurement Risk Stakeholder Literature/Reports Information Assessment Memos Needs Review Onsite Assessment BPS Vendor Adherence Consensus Healthcare Education Supply on Priorities/Direction Chain Session Network Outcome The Procurement Based Office Statements Shared Service Developed Organization (COHPA) Vendor Engagement Research & Investigation Innovation Dialogue Procurement Process Risk Assessment Stakeholder Involvement 19

20 Innovative Dialogue Procurement Process Southlake 3 Phase Process Planning Dialogue Final Dialogue & Procurement - Supply Market Assessment - Memorandum of Information - Pre-Qualification to Dialogue (PQTD) - Expression of Interest - Receive PQTD submissions - VOR list - Shortlist Suppliers - Debrief unsuccessful suppliers - Invitation to participate in Dialogue - Suppliers submit outline proposals - Conduct dialogue sessions - Suppliers submit detailed proposals -Short list suppliers if required - Issue Best and Final Offer - Dialogue with suppliers for clarification purposes - Award Business - Finalize Contracts - Debrief Suppliers 20

21 Outcome Based Specifications and Priorities Development Cardiac Program Guiding Principles Themes Impact Outcome Based Specifications Program Needs & Priorities Evaluation Criteria Value for Money Economic Stakeholder Needs Survey Innovation Value Operational Value Technological +++ Organizational & Program Cardiac Program Outcome Based Specifications Sub-Specialty Programs Interventional Heart Rhythm Cardiac Surgery Structural Heart Value for Money Innovation Value Operational Value Patient Value Patient Value Clinical Outcomes 21

22 Lessons Learned Stakeholder engagement is key Need to run an Expression of Interest in parallel with the Pre- Qualification to Dialogue Sensitivity to stakeholder time Supplier engagement Communicate intentions Need to set parameters around this type of procurement 22

23 Where are we to date? 3 Stage Posting of Competitive Procurement Document(s) to Pre-Qualify & Short -List Vendors Develop Competitive Procurement Document(s), Outcome Based Specifications and Evaluation Criteria Evaluate and Select Winning Bid/Vendor & Sign Contract Develop Procurement & Vendor Engagement Strategy Legal Services RFP & Executed Agreement Onboard Steering Committee / Project Team & 3 rd Party Reviewer Complete Change Management Plan HR & Project Strategy Business Case and Funding Approval Complete and Submit Final Project Report Jan 2015 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2016 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec As At 23

24 Next Steps Pre-Bid Q&A session for suppliers scheduled for November 13 th Expression of Interest to close December 9 th Pre-qualification to close January 11 th Build structure for Dialogue process Continue work with stakeholders on Evaluation Criteria Supplier Debrief 24

25 Contacts Teresa Mingo - Manager, Materials Management (Project Team Lead) Southlake Regional Health Centre [email protected] Janet Mininch Senior Project Lead & Sourcing Specialist, Innovation Procurement Southlake Regional Health Centre [email protected] Joseph Balkovec Senior Project Manager, Innovation Procurement Southlake Regional Health Centre [email protected] 25

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27 Waterloo Wellington Region System Coordinated Access Innovation Procurement Project Supply Chain Tuesday, November 3 1:00pm 2:30pm Room 202 BD, MTCC

28 Agenda System Coordinated Access Program Overview What problem are we trying to solve? Innovation Procurement Project What are we out to achieve? Where are we today? What have we learned so far? What s next? 28

29 What problem are we trying to solve? 29

30 Transformed System! A plethora of front line initiatives for change does not necessarily add up to a transformed system. Helen Bevan, NHS Institute for Improvement 30

31 Program Activities Direct Establishing referral pathways Indirect Information sharing & collaboration across organizational boundaries 31

32 Referral Pathways Here 24/7 Community Support Services Specialized Geriatric Services Outpatient and Community Rehab Medical Specialists Integrated Hospice/Palliative Care CDPM CCAC Central Intake/I&R/RM&R Diabetes Central Intake System Coordinated Access Coordinated Care Plan In Home Teams HL 32

33 Desired Outcomes - What are we out to achieve? System Coordinated Access (SCA) provides an opportunity to use new approaches to procure the technology solution to support the new business model: Innovation Procurement Referring to services is simple and easy for all stakeholders Easy to find entry points Finding and choosing appropriate services is supported by up-to-date information The referral process is streamlined and coordinated is supported by an innovative technology platform and partnership 33

34 Where are we today? Market Engagement (pre-competition) Market Engagement Market Sounding Innovation Readiness Communicate needs or requirements to suppliers for input Openly & transparently discuss problem description & possible solutions Stimulate innovation in the solution design & delivery Understand market interest, capacity, capability, trends Information sought is not about the solutions but about the market s interest and capacity in providing solutions; advice regarding approach and risk; and any barriers that might exist. 34

35 Where are we today? Market Sounding Market Sounding call posted on MERX High-level background on the program and its desired outcomes 21 open ended questions and 17 responses received from vendors Feedback provided will be incorporated into the plan for the Market Engagement days and the procurement documents Consultation with Industry Teleconferences with ITAC Health representatives Are the vision and objective of the project as described realistic and achievable? Is the Project attractive to you? i.e. Could you make a reasonable return from it? Do you think a public-private partnership where a private sector partner assumed additional risk for a reasonable return (i.e. financing or operations) is a reasonable model for this type of project? 35

36 Where are we today? Market Engagement Days Day 1: Start-ups Collision day moderated by Communitech 4-5 Startups Day 2: Vendors Group & Individual Dialogue 17 vendors + Start-ups 36

37 Where are we today? RFP Approach 2 Stage RFP (Open/non-binding): 1 st stage to develop prototype(s) to support proof(s) of concept Criteria for 2 nd stage will be outlined Will permit alternative proposals Evaluation Criteria under development will focus on outcomes not functions and: Assess innovation capacity using tool developed at UWaterloo Include criteria to assess partnership fit Include criteria to assess innovation culture and capacity to sustain innovation HSCN toolkit as a resource 37

38 SCA PMO SCA Innovation Procurement SCA Project Streams Next Steps? Key Activities Aug Sept Oct Nov Dec Jan Feb Mar Improve access in the short term & gather requirements ITAC Health Market Sounding ITAC Health Using innovation procurement processes to acquire an PoC Preferred Vendor Identified Market Engagement Days innovative technology solution/digital PoC RFP released platform that PoC RFP Submissions Due HealthAchieve enables the SCA program. Encourage consolidation around best practice & lay the groundwork for adoption 38

39 What have we learned? Market engagement takes time Market engagement provides value to buyer and seller Vendors welcome the opportunity to engage Buyers can get a sense of market interest and capacity Buyers can get valuable insights into problem description and future state design Industry/Trade associations are great resources 39

40 Questions Sharon Baker Director, Innovation Procurement Project Anna Sampson Director, System Coordinated Access Program 40

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42 The Made in Canada Approach to Vendor Credentialing Healthcare Supply Chain Network 42

43 HSCN National Standard for Vendor Credentialing The HSCN National Standard was developed in 2012 by healthcare providers, based on their needs. It included a legal review as well as review by vendors for reasonability. It is the process of establishing the qualification of vendors and assessing their background and legitimacy Intent is to safeguard patients, residents and staff and to minimize risk association with vendor reps onsite It brings consistency to how Canadians manage vendor / healthcare relationships within a no cost structure 43 43

44 HSCN National Standard on Vendor Credentialing Vendors must provide an annual attestation stating that each rep who calls on a healthcare organization to supply goods or services abides by the standard The standard details and requires: risk screening during the hiring process; immunization status goods/services training privacy and confidentiality laws provincial agreements on procurement and trade agreements code of ethics hand hygiene training related to sterile or restricted healthcare areas 44 44

45 Current Status on Uptake HSCN Standard adopted in by 19 hospitals in Ontario and implemented in BC (>250 facilities) Beginning January 1 st, 2015 the province of Quebec MSSS has indicated that for those QC hospitals seeking to implement vendor credentialing requirements, the hospitals must utilize the HSCN Standard (or equivalent). Canadian College of Healthcare Leaders board supports the Canadian Coalition position paper on Vendor Credentialing 45

46 Attested to by 33 supplier organizations HSCN has introduced the VC Complaint logo - supplier request for use on business cards and websites 46

47 Survey Findings HSCN engaged a marketing firm to survey healthcare providers and suppliers on a number of topics associated with vendor credentialing 91% of respondents were aware of that HSCN has created the National Standard 2 notable questions Will setting and establishing standards and credentials become more or less of an issue for Canadian healthcare institutions? What aspects of VC do you think are most important? 47

48 Survey Results Will setting and establishing standards and credentials will become more or less of an issue for Canadian healthcare institutions? More 57% Less 13%? Don t Know 25% 48

49 Survey Results What aspects of VC do you think are most important? 1. Protection of Patient Privacy and Information (57%) 2. Ensuring that HCIR s understand hospital policies (55%) 3. Training of HCIR s and Background Checks of HCIR s (41%) 49

50 Next steps For information of the National Standard for Vendor Credentialing go to If you have questions contact HSCN through the website or Susan Smith at Cell: (905) Providers who wish to adopt and/or implement the national standard fill in a simple form (on website) and send it to HSCN; Healthcare organization is posted to the website list so that vendors are aware Healthcare provider organization then has current on-line visibility to vendors who have attested annually 50

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