1. health and fitness

Procurement Board
Presentation
April 21, 2015
Allan I. Pack, Chief Financial Officer
Subramanian Muniasamy, Chief Information Officer
Andrew Ratner, Marketing and Outreach Director
Jonathan Kromm, Deputy Executive Director
A service of Maryland Health Benefit Exchange
Scope of Presentation
• Procurement Procedures
• Procurement Calendar
• IDIQ RFP
• Marketing RFP
1
Four New Procurement Products
1. Procurement Decision Tree
2. Procurement Checklists to Accompany All New Procurements
3. Procurement Document Checklists
4. New Filing System
2
Procurement Decision Tree
•
Decision Tree (see attachment) will serve as a blueprint for prospective
contract monitors on how to proceed with prospective procurements.
•
MHBE’s procurement policy is modeled largely on the Board of Public Works’
procurement policy and procedures, and the decision tree will help contract
monitors ensure they are following all necessary steps and processing all
necessary documents.
•
Next Steps: Fully implementing new system and updating decision tree and
process to incorporate all procurement methods, e.g. intergovernmental
cooperative purchasing agreements.
3
Bid & Proposal Checklists to
Accompany all New Procurements
•
Bid & Proposal Checklists (see attachments) will prescribe for prospective
contract monitors exactly how to proceed for each step of the procurement
process
•
The procurement process will be broken into 5 distinct stages:
• Pre-RFP Issuance
• RFP Issuance & Post RFP Issuance
• Bid & Proposal Evaluation Process
• Pre-Board Approval Process
• Post-Approval Process
•
The Checklist will not only serve as a blueprint but will also be required to be
signed by executive management at various stages of the procurement
process and retained in the procurement files, i.e. prior to Board submission.
4
Procurement Document Checklist
•
Document Checklists (see attachments) will prescribe for prospective contract
monitors what documentation is required at each stage of the procurement,
following the same 5 prong procurement process as laid out in the Bid &
Proposal process (i.e. Pre-RFP Issuance, RFP Issuance & Post RFP Issuance, Bid
& Proposal Evaluation Process, Pre-Board Approval Process, and the PostApproval Process)
•
The Document Checklist will also accompany the Bid & Proposals Checklist
such that it will help substantiate the attainment of required signatures by
executive management at various stages of the procurement process. All
documentation, even documentation not required must be addressed.
5
New System Filing System
•
In order to make all documents relevant to a particular procurement easily
and readily located and retrievable, MHBE will institute a more streamlined
filing system. This new system will help facilitate and expedite the Agency’s
fulfillment of reporting obligations, media requests, public information act
requests, and basic inquiries.
•
The new filing system will be organized according to the original solicitation
number and will follow the same structure as laid out in the Bid & Proposal
and Document Checklist processes, namely Pre-RFP Issuance, RFP Issuance &
Post RFP Issuance, Bid & Proposal Evaluation Process, Pre-Board Approval
Process, and the Post-Approval Process). This will ensure uniformity in filing
and that all aspects of the procurement process mirror one another.
6
Procurement Calendar
Contract Name
Vendor Name
Dollar Amount
Period of
Period of
Options
Performance Performance - End
Date
-Start Date
PMO Standard Contract Extension Arkenstone Technologies
$362,000.00
1/1/2015
12/31/2015
Yes
PMO Staff Augmentation Support
for MHBE (IDIQ)
$500,000.00
7/10/2014
6/30/2015
Yes
$43,967,081.00
4/2/2014
6/30/2015
No
$14,140,428.73
$15,334,289.00
6/4/2014
11/12/2014
6/4/2017
6/30/2016
No
No
$1,673,838.00
$2,665,545.85
$5,863,225.13
6/27/2014
12/21/2012
1/1/2015
10/31/2018
12/31/2017
6/16/2015
No
No
No
$500,000.00
7/10/2014
6/30/2015
Yes
$8,400.00
3/28/2014
3/27/2016
No
$1,315,800.00
1/1/2015
12/31/2015
Yes
Cognizant Technology
Solutions, Inc.
Gap Analysis & Transfer HBX
Deloitte Consulting, LLP
Solution
Software Licenses
Deloitte Consulting, LLP
Task Order 3a - M&O & Level I & II Deloitte Consulting, LLP
Support
Task Order 2a - Deloitte Lease
Consent To Sublease
Training Curriculum and Delivery 3rd Contract Mod
Deloitte Consulting, LLP
Exelon Business Service
GP Strategies (No Cost
Extension)
PMO Staff Augmentation Support
for MHBE (IDIQ)
Infojini, Inc.
Three Party Escrow Service
Agreement
Iron Mountain
PMO Contract Extension Mod 2
J. Cain & Company., LLC
7
Procurement Calendar Cont.
Contract Name
PMO Staff Augmentation Support
for MHBE (IDIQ)
PMO Staff Augmentation Support
for MHBE (IDIQ)
PMO Staff Augmentation Support
for MHBE (IDIQ)
Consolidated Service Center
Enterprise Content Management
System Service Services Contract
PMO Consulting Services
Contract Extension Mod 2
Customer Relationship Software
Vendor Name
Koniag Services, Inc.
Period of
Period of
Performance - Performance - End
Start Date
Date
$500,000.00
7/10/2014
6/30/2015
Libertas Consulting LLC
$500,000.00
7/10/2014
6/30/2015
Yes
Matrix Ssystems &
Technologies, Inc.
Maximus Health Services, Inc.
Maximus Health Services, Inc.
$500,000.00
7/10/2014
6/30/2015
Yes
$68,579,855.67
$2,392,891.00
6/3/2013
9/27/2013
12/31/2017
9/30/2016
No
No
$5,242,000.00
1/1/2015
12/31/2015
Yes
$1,562,220.00
7/17/2013
7/16/2018
No
$850,000.00
7/15/2014
7/14/2015
No
$810,000.00
7/14/2014
7/13/2015
No
$298,200.00
1/1/2015
12/31/2015
Yes
$4,394,039.00
7/1/2014
6/30/2015
No
$30,232,338.65
6/1/2014
5/31/2019
Yes
Navigators Management
Partners
Oracle America, Inc.
MD HBX System and Workflow
Scan-Optics
Development
Outsourced Printing and Mailing
Sir Speedy
Services
System and Data Security Services TMI
Support Consultant - MOD 5
Full Service Communications and Weber Shandwick
Marketing Services to Supports the
MHBE Contract Mod 5
Production Data Center Hosting
Xerox State and Local
Solutions, LLC
Dollar Amount
Options
Yes
8
What is the IDIQ Contract?
• Indefinite Delivery, Indefinite Quantity
• Used when the precise quantity of services cannot be
determined
• Allows for a selected group of bidders to provide resources at
pre-determined rates, as needed
• Services or resources are procured via task orders using very
prescriptive and precise requirements for a specific period of
time
• Only utilize the contract when specific needs arise
• Attracts Minority Business and Women-owned Business
Enterprises
• Limited to $500,000 Not to Exceed (NTE) annually
9
Scope of Services
• The services performed by IDIQ would include the following
– IT Support
• QA Testing
• Data Analysis
• System Development
• Security/Network
• Training Specialist
• Project Management
– Operations Support
• Data Matching
• Process Improvement
• Escalated Case processing
10
What Positions Have We
Procured So Far?
11
What are the Benefits?
• IDIQ contracts are cost-effective, as they are used ondemand only.
• IDIQ contracts can quickly staff positions on a short-term,
immediate basis at a pre-determined cost, creating tight
spending controls.
• IDIQ contracts are specifically defined with fixed durations
and rates / cost limits.
• IDIQ contracts attract a variety of consulting firms, of all
sizes and designations, including local MBE / WBE entities.
This variety drives costs lower for the Exchange, resulting
in high quality resources at affordable rates.
12
Next Steps
13
Original Guiding Principles
for MHC Marketing Plan
1.
Bring Everyone Along: Although not everyone in the State is affected by health reform, every
opinion matters. The campaign’s core efforts will focus on enrollment of the key target
audiences, while opinion leaders, elected officials, media and the general public also must be
educated and their support cultivated
2.
Leverage the Power of Partnerships: Maximize education and enrollment by leveraging
existing resources, networks and channels; identify opportunities for collaboration and
partnerships with common visions and missions
3.
Segment Audiences and Customize Communications: Develop marketing and
communications tactics based on research and evidence of how different populations can best
be reached and encouraged to enroll and retain coverage; ensure materials are culturally and
linguistically appropriate
4.
Educate to Ensure Delivery of the Consumer Experience: Comprehensive information and
education is necessary for assisters and partners to provide a seamless consumer experience
5.
Evaluate and Adjust Campaign Strategies: Monitor and modify based on feedback from
stakeholders, partners, ongoing research, program metrics and national indicators
14
Additional Guiding Principles
for MHC Marketing Plan
6. Reaching the Hard-To-Reach: Maryland has enrolled about 25% of the potential market,
ranking 10th of the 14 state exchanges. (* “Now the Hard Part: The Rate of Health Care
Enrollment Seems Set to Slow,” New York Times, March 23, 2015)
7. Retaining Customers: Communications and outreach are vital to help retain customers
already served through MarylandHealthConnection.gov, in part by improving information such
as what to do “After You Enroll,” so consumers know how to use their policies to improve their
health.
15
OE2: Campaign Highlights
●
289,000 enrolled 11/15/14 to 2/28/15
●
122,000 in private Qualified Health Plans (double the total a year earlier,
10/1/13 to 3/31/15)
●
1.7 million unique visitors to website during OE2. 500,000 users of
enrollment application on website
●
New website -- faster, easier to use, more functional. New pages
highlighted availability of financial help, post-enrollment information
●
Designed to appeal to consumers ages 18 to 35 with greater integration
of growing social channels
●
Advertising strategy was centered on promoting 23 major enrollment
events across Maryland with local cable, broadcast, print media
16
OE2: Public Relations
“The second year of Maryland’s health
insurance marketplace was much more
successful than its first.”
“The turnaround in Maryland since the
last time may be even more striking
than the improvements to
HealthCare.gov.”
“Maryland redeemed itself ... the
‘Comeback Kid.’”
“The exchange's improvements this
year extend to its data collection and
analysis.”
“If there was a most-improved
public HIX award, Maryland
Health Connection certainly
would be in the running for such
an honor.
“Maryland increases QHP
enrollments by 89% over 2014 ...
Holy Smokes ... This broke not
only the HHS Dept's official target
for Maryland (88K) as well as my
own original target (105K), but
even my recently upgraded target
(115K).”
17
OE2: Digital Retargeting
●
Retargeting (also known as behavioral remarketing or behavioral retargeting) is a
form of online advertising aimed at consumers based on their previous Internet
actions that earlier did not result in a sale or conversion.
●
Helped drive key constituencies such as Females 34-65 (potential enrollees and
their moms), Asians, Latinos, uninsured African Americans to click into the
enrollment application, sometimes days or even weeks after they first visited the
website at rates 3 or 4 times higher than typically seen in the overall insurance
industry.
●
65% watched MHC testimonial videos on YouTube completely to concluding
tagline -- more than triple industry standard of 20%.
●
Online ad that was most successful in leading African Americans and Hispanics to
click "Enroll Now" depicted a black woman and her grown son with a "budgetfriendly" message -- affordability is key.
●
Helped drive 41,601 to “Enroll Now” button on website, 8% of total 539,654 who
opened web enrollment application.
18
OE2: Social Advertising
•
Paid social media
advertising on Facebook
and Twitter helped reach a
large audience of young
invincibles and their
parents.
•
Drove more than 25,000
clicks to the website
(September to April)
•
Communicated major
deadlines and updates
•
Provided key info on using
your health coverage
19
OE2: Adam Jones radio ad
●
Collaboration with the Maryland Citizens'
Health Initiative Education Fund
●
Positive media coverage in Baltimore
Sun, WBAL-TV, WJZ-TV, WMAR-TV,
Baltimore Business Journal
●
Visitors to website the 1/31/15 weekend of
Jones ad/press conference increased by
2,000, or 14%, over prior weekend.
●
Website conversions from MHC ad on
Pandora spiked after Oriole ad began to
1,193, up from 228 the day prior.
Adam Jones retweet (left)
to his 170,000 Twitter
folllowers
20
OE3: Data Mapping
The State Health Access Data Assistance Center (SHADAC) at the University of Minnesota,
DHMH and MHBE map and data professionals are analyzing enrollment and demographic
data and other indices such as Maryland Health Enterprise Zones to help MHC more
precisely target outreach for OE3.
21
How Maryland’s Uninsured
Consume Media
•
•
•
•
•
•
•
•
•
Listen to Pandora: 95.7%
Heavy exposure to Internet: 180+ minutes a day
Mobile Internet: 87.7%
Home Internet: 51.2%
Smartphone owners: 86%
Cell phone texting: 86%
Don’t read the newspaper: 72.1%
Listen to weekday radio: 70.8%
Watch TV between 6-8 p.m.: 64.8%
(Source: The Media Audit, Weber Shandwick, 2013)
22
OE3: Proposed Changes in Scope
CATEGORIES IN ORIGINAL CONTRACT
CHANGES FOR OE3 CONTRACT
1. MARKETING & COMMUNICATIONS
STRATEGY SUPPORT
Contract would run through June 30, 2016 with the
option for an additional two-year extension.
2. ADVERTISING CREATIVE SERVICES
Reusing TV Creative with some retagging as
needed; Cut focus groups from 6 to 3
3. MEDIA PLANNING AND BUYING
Smaller general media buy
Targeted to align with hard-to-reach strategy
4. PUBLIC RELATIONS
Cut; brought in-house
5. ONLINE MARKETING/DIGITAL DESIGN
More video and graphics produced in-house
6. SOCIAL MEDIA
Large reductions in contract; added staff position
and production capabilities in-house
7. EDUCATION AND OUTREACH -- CORPORATE
AND COMMUNITY OUTREACH PROGRAMS
Will work closely with in-house outreach coordinator
to focus on the implementation of a statewide plan
8. COLLATERAL DEVELOPMENT
Reuse basic designs from OE1 and OE2 wherever
possible so less agency creative time is logged.
Printing and Production not included, as before.
23
OE3: Reuse/Repurpose OE2 Creative Campaign
24
OE3: Challenges / Opportunities
Continued lack of
awareness and confusion
among the general public,
especially in hard-to-reach
geographies in the state
farther from prime media
markets. Need for a taxrelated special enrollment
period both in Maryland
and throughout most of the
country after the close of
open enrollment was one
symptom of that.
The remaining market
has great potential. But
the cost and difficulty in
reaching the next group
will be greater than the
earlier open
enrollments where
people in need were
most hungry for the
coverage opportunity.
Create/build
awareness for
the SHOP
marketplace for
employers.
25
OE3: Bridging Awareness Gap
According to the Urban
Institute and the Robert
Wood Johnson
Foundation, in a
December 2014 phone
survey conducted across
the country of uninsured
adults, ages 18 to 64,
with family incomes
above 100 percent of the
federal poverty level
(FPL) who were most
likely to be subject to a
penalty for lacking health
coverage, 25% said they
had heard nothing
about a penalty.
According to focus groups
conducted in fall 2014 for the
Maryland Citizens' Health
Initiative Education Fund,
awareness of MHC varied
greatly. Focus groups in Easton
and Suburban Baltimore
exhibited “absolutely no
awareness of Maryland Health
Connection – nor of the
impending open enrollment on
Nov. 15. They did have a high
awareness of the Affordable
Care Act, and most were aware
of their obligations to enroll in
coverage or face a penalty.”
In an August 2014
telephone survey of 800
Maryland residents by
KRC Research for
Maryland Health
Connection, only 37%
responded they were
very or somewhat
familiar with the
Maryland health
insurance
marketplace.
Respondents who said
they were unfamiliar
ranged as high as 54%
in Western Maryland.
26