Multi-Contract Overview
Mulit-Contract overview is where you come to understand where all contracts are performing at a high level.

Understanding what's on this page using example data:
Projected vs. Targeted Performance:
This section compares the projected performance score to the targeted performance score for each contract. H1111 is projected to score 4.66 but is targeting a higher score of 4.95. H2222 has a lower projected score of 3.55 and is targeting 4.25.
Percent of MAPD Enrollment:
Indicates the percentage of Medicare Advantage Prescription Drug (MAPD) enrollment for each plan, with H1111 having 86% and H2222 having 14%.
Stars 2025 Projected and Targeted Scores:
Displays the specific Star Ratings that each plan is projected to achieve and their targeted goals. H1111 is close to its target, with a variance of -0.29, while H2222 is further away, with a variance of -0.7.
QI Measure Ratings Part C and Part D:
Shows the Quality Improvement ratings for Part C and D. H1111 has achieved the highest rating of 5 for both, while H2222 is at 3 for Part C and 4 for Part D.
Projected Reward Factor:
H1111 has a projected Reward Factor of 0.40, which can add bonus points to the overall score, while H2222 has no projected Reward Factor bonus points.
Projected Quality Improvement (QI) Measure Ratings:
A bar chart displays the QI ratings for both contracts, emphasizing the strength of H1111 in both Part C and D.
Projected Percent of Members in <4 and 4+ Contracts:
A pie chart illustrates the percentage of members in contracts rated below 4 stars (13.6%) and those in contracts rated 4 stars and above (86.4%).
This screen is particularly useful for plan administrators or stakeholders who manage multiple contracts, as it provides a quick comparative snapshot of how each plan is performing relative to its goals and to each other. The visual format allows for an easy understanding of where each plan stands in terms of achieving quality targets, which can guide strategic decisions and resource allocation for improvement efforts.
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