Centralized Problem Gambling Campaign and Access Portal for DBH

MISSION & GUIDING PRINCIPLES The mission of the Ohio Department of Behavioral Health (DBH) is to provide statewide leadership of a high-quality mental health and addiction prevention, treatment and recovery system that is effective and valued by all Ohioans. DBH strives to be a national leader in implementing a comprehensive, accessible, and quality-focused system of addiction and mental health care and wellness for all Ohio citizens. PURPOSE The Ohio Department of Behavioral Health (DBH) is seeking proposals from qualified contractors to lead the strategic rebranding and redesign of Ohio’s statewide problem gambling public awareness messaging and to develop a unified, centralized “front door” to all prevention, treatment, recovery, workforce, and community-based gambling related resources across the state. The selected contractor will develop a cohesive brand and public-facing campaign that positions Ohio’s gambling efforts within a comprehensive public health framework, emphasizing prevention, early intervention, recovery support, reducing gambling harm, and systems coordination. The goal is to create a modern, inclusive, evidence-informed and responsive campaign that increases awareness, reduces stigma, improves help-seeking behaviors, and strengthens engagement with Ohio’s problem gambling infrastructure. As a result, the overall campaign messaging will aim to change people’s knowledge, attitudes, and/or behaviors. Examples of this include: increase risk perception; reinforce positive behaviors; influence social norms; increase availability of support and needed services; empower individuals to change or improve gambling behaviors. BACKGROUND Ohio has experienced significant growth in gambling participation in recent years, including the expansion of sports betting. Increased access and marketing have elevated risk factors for gambling related harm, particularly among young adults, college students, and historically underserved populations. Ohio currently supports multiple problem gambling initiatives across the continuum of care, but these initaitves are currently presented through multiple campaign identities and access points. DBH seeks to unify these efforts under one, clearly identifiable, statewide brand and public-facing access portal. SCOPE OF WORK AND DELIVERABLES The Contractor shall design, implement, and evaluate a statewide problem gambling awareness campaign and centralized access portal over a 12-month contract period. Work shall be completed in phased implementation as outlined below.All deliverables are subject to State review and written approval. Payment will be made upon completion of each of the phases below. Phase 1 Develop a project management plan. Detailed timeline Staff structure Governance and approval workflow Risk mitigation plan Media plan Conduct landscape and audience analysis that is culturally responsive and inclusive Review of existing problem gambling messaging Audience segmentation (minimum: general adult population, at-risk individuals, priority communities, youth/young adults, providers) Baseline awareness and perception survey Behavioral Strategy Framework Evidence-informed behavior-change model Stigma-reduction approach Message testing Community Engagement Plan Geographic strategy Minimum 6-event statewide schedule ADAMH Board coordination framework Event toolkit Engagement data tracking plan Phase 2 Brand development Campaign name and tagline Complete visual identity Brand standards guide Message testing Phase 3 Centralized access portal development Required capabilities WCAG 2.1 AA compliance Mobile responsive Searchable provider directory Helpline integration (988) SEO strategy Referral pathway tracking Deliverables UX strategy and wireframes Prototype Fully operational portal Portal must be live prior to full media deployment. Phase 4 Comprehensive Media Plan Broadcast, CTV, digital, social, radio, OOH mix Budget allocation Targeting strategy Minimum 25% of media budget allocated to priority populations Creative Production Minimum two 30-second TV/CTV spots Minimum two 30-second radio spots Digital/social campaign suite Print assets Two Major Media Flights Statewide saturation strategy Mid-flight optimization Monthly performance reporting Phase 5 Community Engagement Required minimums (15 events): Six in-person events statewide Three rural county events Three youth/young adult focused events Three events in high-prevalence counties Events must include: Branded activation Helpline promotion Portal promotion Interactive engagement and QR tracking Passive distribution does not qualify. Key Performance Indicators (KPIs) Awareness Metrics (Active Media Flights) 65–75% reach among Ohio adults Minimum 4–5 frequency exposure 8–12% increase in aided awareness post-flight Portal Performance Metrics ≥ 50,000 unique visits Bounce rate ≤ 60% Average session duration ≥ 1:30 12–18% engage with provider directory or helpline content ≥60% of traffic attributable to paid campaign placements Media Performance Metrics ≥0.3% Click-Through-Rate (display/social) ≥3% Click-Through-Rate (search) Helpline Impact Metrics During Active Media Flights: 12% increase in helpline contacts compared to previous year. Annually: 10% increase over baseline of 2025 contacts (9,600) Community Engagement Metrics Six qualifying activation events Minimum of 500 documented direct engagements statewide QR-linked portal visits tracked by geography Distribution consistent with approved plan. Performance Accountability State may reallocate media strategy or withhold up to 10% of final payment pending satisfactory performance, according to KPIs. MINIMUM QUALIFICATIONS OF CONTRACTOR Proposals must demonstrate: Public Health Campaign Experience Minimum 5 years of experience developing and implementing large-scale public awareness campaigns. Demonstrated completion of at least two statewide or multi-regional public health or behavioral health campaigns within the past 5 years. Experience working with a state agency, government entity, or publicly funded system. Large-Scale Media Management Capacity Demonstrated management of at least $1 million in annual paid media placement within the past 3 years. In-house or contracted media buying capability with documented optimization process. Digital Portal Development Experience Demonstrated experience designing and launching at least two public-facing digital portals within the past 5 years. Demonstrated ability to meet WCAG 2.1 AA accessibility standards. Experience integrating analytics and conversion tracking tools. Organizational Capacity Dedicated project manager assigned full-time or substantial allocation. Clear staffing plan with identified key personnel. Financial capacity to manage a contract of this size. Contractor shall not be subject to an “unresolved” finding for recovery under Section 9.24 of Ohio Revised Code.
Evaluation Process DBH’s evaluation process of responses submitted to this request may consist of up to four distinct phases: DBH’s initial review of all proposals for timely submission; An evaluation committee review of the proposals for defects and scoring; DBH’s request for more information (clarifications, interviews, presentations, and/or demonstrations); and, Negotiations or best offer requests. At its sole discretion, DBH will determine whether phases three and/or four are necessary under this RFP, reserving for itself the ability to eliminate or add phases three or four at any time during the evaluation process. DBH may add or remove sub-phases to phases 2 through 4 at any time if DBH believes doing so will improve the evaluation process. Proposal Evaluation Criteria In the proposal evaluation phase, DBH staff or reviewers selected by DBH (the committee) will rate the proposals submitted in response to this RFP based on the following criteria and weight assigned to each criterion.
Project administration or planning
Items I1_1 | Required Item | Centralized Problem Gambling Campaign and Access Portal Project Cost
Inquiries Inquiry 88645 | Will DBH allow for joint bids or contractor/sub-contractor bids for this RFP or does DBH prefer to have a single entity responding? | Answer: DBH will accept subcontractors, they would just need to be identified within a bid proposal. | Answered: 5/8/2026 Inquiry 88723 | Is this a reissue of SRC0000033046Ohio Problem Gambling Campaign for OhioMHAS FY26-27? | Answer: SRC0000033046 | Answered: Ohio Problem Gambling Campaign for OhioMHAS FY26-27? Inquiry SRC0000033046 | Ohio Problem Gambling Campaign for OhioMHAS FY26-27? Inquiry 88729 | Is there an incumbent for this project? If so, could you please share the reasons for the reissue of this solicitation?What is the ceiling budget cap for this RFP?Should proposers include media spend within the total proposed budget, or will media dollars be managed separately by DBH?Are the required events expected to be fully contractor-managed, or will DBH provide logistical support? | Answer: 1. No, there is not an incumbent for this project.2. Budget is not yet determined. 3. Yes, proposers should include media spend in their bid.4. Yes, the required events are expected to be fully contractor managed with guidance from DBH. | Answered: 5/11/2026 Inquiry 89067 | Will the new access portal for this RFP replace or be added to any of the sites currently listed on https://ohio.gov/responsible-gambling or https://www.pgnohio.org/? | Answer: The new access portal location has not been determined but it will not be hosted on https://www.pgnohio.org/. | Answered: 5/14/2026 Inquiry 89163 | Do you have specific requirements regarding the Content Management System or technology stack this should be built on?Do you intend to capture any PII or PHI on this front door, perhaps as part of a screener or contact form, in attempting to route visitors to the correct location or service?How will the Provider Directory be populated? Is there a 3rd-party tool we need to integrate to feed this data into the directory? If yes, can you tell us more about this toolor service? | Answer: 1. The department anticipates the platform may ultimately be hosted on the Ohio Information Services (OIS) platform. 2. The department does not currently antifipate collecting PHI through the front-door access portal. Limited PII may be collected through other optional tools/features depending on the final design and functionality proposed. 3. Vendors should propose aproaches for populating, maintaining, and updateing the provider directory. | Answered: 5/15/2026 Inquiry 89180 | Does ODBH have a preferred percentage of total budget that should be allocated in OOP media spend in FY27? | Answer: No. Proposers should recommend an informed allocation that alinges with campaign goals, auidence reach, community impact, and overall strategy. | Answered: 5/15/2026 Inquiry 89184 | Regarding Phase 1, Section a., part v. Media plan: Is the expectation that the full-scale, two-flight media plan be completed in Phase 1, prior to campaign development or completion of the statewide events? Or, should there be a preliminary/high-level Media Plan in Phase 1 that will then be modified based on our findings in Phase 4, Section a. after learning more from research and engagement? How do these two sections involving a “Media Plan” to work together? | Answer: The expectation is that proposers develop a preliminary, high-level media plan in Phase 1 informed by research, engagement, and campaign strategy devleopment. The media plan will then be refined and finalized during impelmentation baseed on finding, audience insights, and available funding idenfied in later phaes of the project. | Answered: 5/15/2026 Inquiry 89187 | In Phase 1, Section d. Community Engagement Plan, what is DBH’s vision for the “Event Toolkit”? What is a sample breakdown of other Event Toolkits you have use for other initiatives? What assets were involved? Is this something that should be developed prior to and used during the statewide events? | Answer: The Event Toolkit is intended to include campaign collateral and engagement materials that can support statewide and community-based outreach efforts. These materials should be develo9ped prior to and utilized during statewide events and community-based campaign activities. | Answered: 5/15/2026 Inquiry 89190 | Does the portal have to be built/hosted in the State’s IOP platform? Or can it be built/hosted separately/externally? | Answer: Yes, the portal will have to be built and/or hosted within the State's approved IOP platform. | Answered: 5/15/2026 Inquiry 89194 | Does ODBH intend the proposer to include follow-up surveys to measure each of the following metrics listed in the RFP: campaign-related change in knowledge, attitudes, and/or behaviors, (as described in the Purpose section) post-launch campaign awareness (as described in Scope of Work Section F “65-75% reach among Ohio adults”) and an increase in post-launch aided awareness (as described in Scope of Work Section F “8-12% increase in aided awareness post-flight”? OR will ODBH be measuring/monitoring these metrics separately from the proposer? | Answer: Yes, the proposer should include follow-up surveys and evaluation acitivites to measure campaign awareness, reach, engagement, and changes in knowledge, attitudes, and/or behaviors identified in the RFP o utcomes and performance measures. | Answered: 5/15/2026 Inquiry 89197 | Will this project work solely with DBH, or will it partner with any of the gambling entities (ie – Ohio Lottery Commission)? With the Paid Media Plan scheduled as part of Phase 4, and knowing many of the components of phase 1-3 must be completed prior: would the plan be expected to run for the duration of the 12-month period for this engagement, or run for 12 months beginning at this stage? Is there a current, or already established, CRM Outreach platform or software that DBH has identified? The RFP requires a minimum of 15 community engagement events in Phase 5, but Phase 1 also references a minimum 6-event statewide schedule. Are these the same events, or does Phase 1 require 6 events in addition to the 15 required in Phase 5? Can a single event satisfy multiple geographic/population requirements simultaneously (e.g., can a rural county event also count as a youth-focused event), or must each of the 15 events satisfy only one category? What constitutes a "documented direct engagement" for purposes of the 500-engagement minimum? Does a QR code scan qualify, or must there be a staff-facilitated interaction? | Answer: 1. The project will be led by DBH, however, collaboration with key state and community partners, including gambling-related entities and stakeholders, may occur as appropriate to support statewide alignment and outreach efforts.2. The intent is for paid media implementation to align with campaign readiness following completion of foundational planning, research, and development activities. Proposes should outline a recommended implementation timeline that supports effective campaign launch and sustained outreach within the project period. 3. At this time, DBH has not identified a required CRM outreach platform or software solution. Proposers may recommend platforms or tools that best support campaign engagement, outreach, referral navigation, and reporting needs. 4. The 6-event statewide schedule referenced in Phase 1 is intended to support planning and statewide engagement strategy development. The minimum of 15 community engagement events referenced in Phase 5 reflects implementation expectations. 5. Yes. A single event may satisfy multiple geographic and population focus areas when appropriate, provide the proposer clearly demonstrates how the engagement objectives and target audiences are being addressed. 6. A documented direct engagement may include meaningful interactions such as staff-facilitated conversations, participation in activities, completed surveys, resource navigation interactions, or other measurable engagement activities. QR code scans along would generally not constitute a direct engagement unless paired with additional measurable interaction or participation. | Answered: 5/15/2026 Inquiry 89383 | Regarding the required community engagement events referenced in Section IV, Letter E, Phase 5, can the state provide additional guidance on the intended structure and expectations for these activations?Can you share an example of the type of event that the State is envisioning?Should the vendor be responsible for fully planning and producing standalone events, or is the intent to activate within existing community events?Are there preferred event types / venues / audiences the State would like to prioritize?Can the State provide existing initiatives currently in place for the required audiences listed in phase 5 (i.e. rural, youth, high-prevalence, etc.)?Should costs associated w/ the venue, staffing, etc. be included in the cost of the proposal, or are these costs separate?Does the state want the proposer to handle full end-to-end on-site execution? Or is there another team for that? | Answer: 1. Proposes are encouraged to describe their recommended approach to fulfilling the community engagement deliverables outlined in Section IV, Letter E, Phase 5, including proposed activation models, target audiences, event stratgies, staffing approach, logistics and impelmentation considerations. 2. Propsoers should outline how they would idnetify, prioitize, and execute community engagement oppotuntregardingt align with the goals of the campaign and effectively reach indented audiences acorss Ohio, including populatitheand communities disporpotionately impacted by or at elevated risk for gambilng related harm. 3. The state is intentionally seeking the proposer's expertise, creativity, and strategic recommendtaion regarding the structure, scal, and execution of these engagement activities, including whether they would occur through standalone events, partnerships, or integrations with exisitng community events and venues. 4. Proposers should clearly describe proposed approach they believe would be m ost effective in supporting the goals of the campaign. 5. Proposers should describe any existing or proposed engagement strategies, partnerships, or community-based aproaches they would utilize to effectively reach intended audiences, including populations and communtieis at elevated rish for gambing harm.6. Proposers should include estimated cost in the cost proposal. 7. Proposer should describe their recommended appraoch for planning, coordinattion, staffing and on-site execution responsbilities associated with community engagment activities. | Answered: 5/18/2026