So I begin my work with Enroll America about 3 years ago. We began as an outreach organization and it was my goal to identify as many uninsured as possible and link them to coverage. When I began doing my research I discovered that there were many organizations doing bits or pieces of this work… and each organization had its own strengths and areas of opportunity. My organizations strength happened to be a data system we were using to house the identified uninsured and our strong volunteer base. This was something other enrollment/ assister groups found helpful and I was able to leverage that to build partnerships. In working with these organization I began to notice that on certain days I was staffing volunteers to go to 2 different enrollment events within 2 miles of each other with different organizations. I also noticed that certain areas/populations were being completely ignored. These organizations were not talking to oneanother.. They were completely operating in silos. So I had to ask myself a few questions.
What is working in my partner network? Is it sustainable for me to keep sending volunteers in over saturated areas and neglect others… How could I better coordinate events? Some of you in this room may be having this same issue.. You have partnerships with certain organizations but how can you best leverage the strengths of those partnerships?
Well.. I began by vocalizing the challenges that each organization was having and pointing out the strengths that other partners had. Some of the clear challenges for Non profits were funding and manpower while other groups had absolutely no idea how to do outreach. AND the consumers… well.. that’s another issue all in itself.. They were concerned about the process in general.. Where to go? Who to contact? Deadlines.. Ect.
A few things became clear… in order for us to achieve success we were going to have to do a better job of leveraging each organizations strengths. We were going to have to coordinate our events better. AND we were going to have to simplify this process for the consumer. As I mentioned before there are many different agencies doing various services for the ACA community. We wanted to make that process as easy as possible. It became clear that there was a need for one centralized number and that is how we decided to use 2-1-1.
Our region called 2-1-1 to list Enroll America as an outreach service. That was a success, as Boo mentioned it is apart of 2-1-1 mission to link the community with services. Have a conversation with 2-1-1 Director and see what are the limitations and possible ways 2-1-1 can help. If there are challenges see what you can do to work through them or come up with work arounds. (we will discuss this in next slide) And lastly, train staff… this is an important part. Making sure that the staff is trained and ready to take ACA calls, probe consumers about ACA and schedule consumers in appointments is a process in and of itself. Make sure to discuss what the training schedule will look like for staff, timeline, go over appropriate screening questions and train on scheduling system if needed .
Like we lightly touched on in the previous slide… some challenges did come up.. 1. Training. Training staff takes a lot of coordination on the part of 2-1-1 and the organization doing the training. You will have to discuss schedules and the best way to get entire staff trained. Some solutions for that problem are designating one staff to be a “Super Admin” . They would be trained and they would be responsible for training other staff members. The webinars or CBT’s were also a great option..2. Funding- Funding may or may not become an issue with your local 2-1-1 you will have to get creative here… If funding is an issue the solution would be to enlist the help of partners that may have funds allocated for these types of initiative. This takes a little more work on the back end. (Especially if the funder you are requesting is a hospital. Be prepared to show why the use of the hotline is important and a projected ROI ) 3. Partnerships- As great as partnerships are to help out with leveraging strengths, a challenge you may bump into is the bureaucracy of working with so many partners. Everyone has their own rules and regulations as it pertains to where their logo can be placed, what their organization allows them to say and information they are allowed to collect. . My advise here is to be cognizant of these challenges, be patient and try to plan for these type of issues before they arise… The trick is make the 2-1-1 hotline a easy lift for all of your partners and it will pay off in the end.
So hopefully I didn’t scare you off with those challenges… because once you get all those things in order something BEAUTIFUL comes from all the hard work. In our region The partnership lead to the following outcome:
ACA Calls from 10/28/15 – 1/31/16
242 Appointments Scheduled through HFUW Widget
26% Appointment Generation Rate
Yielded an estimated 65 enrollments using the OE3 Appointment to Enrollment conversion rate of 27%
IN211 provides valuable information through a variety of reports that are utilized by CMS, healthcare stakeholders, Indiana Family and Social Services Administration, and many others. The key reports include:
The Navigator Resource Map provides healthcare stakeholders with information on the number of navigators registered with the Indiana Department of Insurance, as well as the number of navigator organizations that are willing to accept referrals.
The Caller Results report provides a snapshot of IN211’s interactions with callers.
The System Results report offers an overview of where callers are coming from by category, for example the number of callers who were asked the Healthcare Question, Pre-screened for Eligibility, etc.
Marketplace Enrollment by ZIP Code represents the total number of unique individuals who have been determined eligible to enroll in a Marketplace plan and have selected a plan during th elast open enrollment period.
Custom maps have been created by request fro specific organizations or metropolitan areas, such as Evansville, Fort Wayne, Indianapolis and South Bend.