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    Enterprise Case Management (ECM)

    The ECM Transition

    DHS' Enterprise Case Management (ECM) transition will ensure that the people we serve are supported throughout the entire transition process.

    Below are the keys to supporting our stakeholders and facilitating the move to the new platform:

      5 keys to supporting stakeholders during the change: 1. Make it clear, 2. Make it known, 3. Make it real, 4. Make it happen, 5. Make it stick.
      • We must first make it clear by aligning the goal of the change to DHS' needs. The success of an organizational change management process is directly related to each stakeholder's ability to commit to the objectives.
      • We will make it known by communicating the shared vision and case for change to stakeholders at all levels.
      • We will make it real by sharing how affected groups will be impacted.
      • We will make it happen by equipping impacted stakeholders with the tools and knowledge necessary to access and effectively use the platform.
      • We will make it stick by providing training opportunities and supporting users throughout and after the implementation process. 

      ECM stakeholders will be supported during each change phase.

      How does this affect me?

      The ECM system is designed to support the Department of Human Services (DHS) and its partners/stakeholders so they may operate more efficiently. Its targeted goal is to improve communication allowing systems to speak the same language, eliminate errors, improve the tracking and processing of data, and secure information sharing with authorized users.   

      The following outlines the different audiences affected by ECM and the ways in which ECM will improve their workflow. 

      Group

      Advantages and Opportunities


      People DHS Serves

      • Increase the ability to take a more active role in the care and services you receive
      • Respond quickly to tasks or issues due to enhanced communication options
      • Receive real time information and access to case

      County Human Services Organizations

      • Promote effective communication among stakeholders at all levels
      • Experience a more holistic view of those being served
      • Reinforce the connection DHS and the counties have with the individuals and families being supported as well as their providers
      • Increased ability to develop service plans and delivery of services for a person or family coordinated across county and state agencies
      • Provide a shared statewide view of a person/family and all services received
      • Share information electronically with other county, state and provider organizations
      • Provide a common view of client information across programs
      • Improve collaboration and communication with partners
      • Reduce administrative overhead and duplication of information
      • Support multi-agency teaming and service delivery
      • Support for referrals to other human service agencies to address client needs
      • Improve invoicing and better program and financial controls for accurate payment processing
      • Access more up-to-date program and provider information
      • Increase client access and empowerment

      Hearings & Appeals

      • Eliminate the need for physical files, where possible, allowing documentation to live within the ECM system or an integrated content management system for access by authorized users
      • Comply with CMS regulations by allowing appeals to be submitted online
      • Provide for management and tracking of appeals for Bureau of Hearing and Appeals (BHA) from submission through final adjudication in one system
      • Increase efficiency of communication between appellants, program offices, BHA, and the Secretary’s Office to provide an overall improvement in the appeal process
      • Leverage leading technologies that are easier to maintain and respond to changes in laws, regulations, and program policies
      • Increase the efficiency of BHA’s record and file retention processby moving to a mostly electronic system, which will reduce the need to manage the large number of paper files.
      • Reduce the cost and the office space required for maintaining paper files.
      • Move from a paper-based to a paperless system to bring BHA into the 21st Century.

      Providers

      • Share information with providers, enabling better decision making for improved individual/participant outcomes
      • Improve Provider Information Management by reducing the burden to become an established provider
      • Increase the ability to request changes to services faster
      • Share information electronically with county and state organizations
      • Provide a common view of client information across programs
      • Improve collaboration and communication with agencies
      • Reduce administrative overhead and duplication of information
      • Receive electronic referrals and service authorizations
      • Improve invoicing and payment processing
      • Improve program and financial controls for accurate payments
      • Offer services at the county and state levels
      • Integrate partner staff within the service delivery process
      • Expand service offerings to county and state agencies

      Services/Support Coordinators

      • Monitor capabilities for individual health, safety, and service delivery

      Administrative Entities

      • Gain a holistic view of supports/services for all waivers/programs across the enterprise in the coordination of care of the participant
      • Allow the ability to quickly respond to tasks or issues because of enhanced communication options